While virtual project teams offer many benefits, from expanding the talent pool to reducing travel costs, organizations must learn more about how and when to implement them in order to turn potential gains into reality. Here is a set of five recommendations and lessons learned from a complex federal project that broke new ground on virtual collaboration.
Just as the personal computer revolutionized the workplace throughout the 1980s and 1990s, recent developments in information and communication technology are forging the foundation of another new workplace. This workplace is largely unrestrained by geography, time and organizational boundaries; it is a virtual workplace, where productivity, flexibility and collaboration may reach unprecedented levels.
One of the most promising organizational structures to emerge from this new workplace is the virtual team. Virtual teams are groups of geographically and/or organizationally dispersed collaborators that are brought together to address a specific task or ongoing function, and whose members’ primary mode of interaction is through a combination of communication and information technology.
While virtual teams offer many potential benefits, such as reducing downtime and travel costs, organizations must learn more about how, when and where to implement them in order to turn potential gains into