Communication breakdowns can hinder a remote project team, but the right strategies can resolve them quickly. For example, we faced miscommunication issues when I managed a remote team. To address this, we set up daily check-ins to ensure alignment on priorities, and we used Slack for real-time updates and quick problem-solving. Additionally, we clarified each team member’s roles and deadlines to prevent misunderstandings. These practices restored clarity, improved team efficiency, and kept the project on track. Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I am working with remote teams distributed around the whole world from 1998 up to date. I have to say something: related to communication, in my experience, there is no difference between remote or on site. I like to say that project/program/portfolio managers are "communication hubs". We need to work using "hub and spoke" architectural model. While this type of things are impacted by the approach and method you use I think that daily meetings, no more that 15 minutes, are good BUT if and only if the focus is roadblock and dependencies. After that, meeting after work must be done.
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2 replies by Ishpinder Kailey and Varun Jayaraman
Jan 05, 2025 12:46 AM
Ishpinder Kailey
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Sergio, I completely agree with your view that project managers serve as communication hubs, whether the team is remote or on-site. Your mention of the "hub and spoke" model is spot-on—it’s a powerful way to ensure structured and efficient communication flows. I also align with your approach to daily 15-minute stand-ups focused on roadblocks and dependencies. These concise meetings keep the team aligned and ensure quick issue resolution. Follow-up meetings for deeper discussions are an excellent way to maintain productivity without overloading team members with unnecessary calls.
Mar 25, 2025 1:50 PM
Varun Jayaraman
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Sergio, I can totally resonate with your analogy - PMs should be communication hubs - work using "hub and spoke" architectural model.
During the global pandemic, as professionals in the project management field, most of us have likely experienced what it's like to manage teams remotely. I believe software tends to play a more prominent role in establishing the connectedness for remote teams than co-located teams. Leveraging tools to foster regular check-ins (1:1 and team), clear goals, planning & prioritizing work will help ensure everyone's focused on what creates value for the organization.
Saving Changes...
Keith MelvinSumaria Systems, LLCDayton, OH, United States
Ishpinder Kailey remote teams do present unique challenges (e.g., feeling isolated) but solutions you presented are great steps. You can't go wrong with Communication, Clarity, and Connectedness.
The last piece of the puzzle as it regards to managing remote or col-located teams is Motivation. What does truly motivate any of us to do what we do?
Fredrick Hertzberg study motivational factors in working life. He discussed factors achievement, growth, advancement, company policies, salary, and physical environments. Saving Changes...
I am working with remote teams distributed around the whole world from 1998 up to date. I have to say something: related to communication, in my experience, there is no difference between remote or on site. I like to say that project/program/portfolio managers are "communication hubs". We need to work using "hub and spoke" architectural model. While this type of things are impacted by the approach and method you use I think that daily meetings, no more that 15 minutes, are good BUT if and only if the focus is roadblock and dependencies. After that, meeting after work must be done.
Sergio, I completely agree with your view that project managers serve as communication hubs, whether the team is remote or on-site. Your mention of the "hub and spoke" model is spot-on—it’s a powerful way to ensure structured and efficient communication flows. I also align with your approach to daily 15-minute stand-ups focused on roadblocks and dependencies. These concise meetings keep the team aligned and ensure quick issue resolution. Follow-up meetings for deeper discussions are an excellent way to maintain productivity without overloading team members with unnecessary calls.
To ensure correct communication for teams located at diverse places, a correct Communication Management plan should be established, defining the communication channels, technologies, special requisites of communication for determined members of the team, best schedules for meetings, and, if it is not possible to establish virtual meetings for work teams with employees in very different time zones, set up a collaborative environment with the help of a software platform such as Notion, Monday.com, Sharepoint or others, which allows managing daily routine with workflows, asynchronous written communication, and sharing of documents and results. Saving Changes...
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Ishhpinder that's very good advice. In my experience, daily sessions are very important for remote teams. Also, team building helps create a good atmosphere. And, of course, confront misunderstandings directly. If we do these things, communication improves.
Francisco. Saving Changes...
I am working with remote teams distributed around the whole world from 1998 up to date. I have to say something: related to communication, in my experience, there is no difference between remote or on site. I like to say that project/program/portfolio managers are "communication hubs". We need to work using "hub and spoke" architectural model. While this type of things are impacted by the approach and method you use I think that daily meetings, no more that 15 minutes, are good BUT if and only if the focus is roadblock and dependencies. After that, meeting after work must be done.
Sergio, I can totally resonate with your analogy - PMs should be communication hubs - work using "hub and spoke" architectural model.
During the global pandemic, as professionals in the project management field, most of us have likely experienced what it's like to manage teams remotely. I believe software tends to play a more prominent role in establishing the connectedness for remote teams than co-located teams. Leveraging tools to foster regular check-ins (1:1 and team), clear goals, planning & prioritizing work will help ensure everyone's focused on what creates value for the organization. Saving Changes...
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