CPI Conference 2001 Making Virtual Teams Work Virtual Teams Project Team Chris Parker Parsons Energy & Chemicals Group Virtual Teams Project Team Chris.

CPI Conference 2001

Making Virtual Teams WorkMaking Virtual Teams Work

Virtual Teams Project Team

Chris Parker

Parsons Energy & Chemicals Group


Chris Parker


Making Virtual Teams WorkMaking Virtual Teams Work

Chris Parker

Parsons Energy & Chemicals

Chris Parker

Parsons Energy & Chemicals

CPI Conference 2001

CPI Conference 2001

Making Virtual Teams Work

Making Virtual Teams Work


Chris Parker



Chris Parker


Research MandateResearch Mandate

Discovering and responding tothe issues and challenges

associated with the implementation and execution

of virtual teams in the EPC industry.




Research Mandate







Basic Research Questions

What is VT?Management

Issues?

TechnologyIssues?

A SuccessfulEnvironment?

Basic Research Questions

What is VT?Management

Issues?

TechnologyIssues?

A SuccessfulEnvironment?

What is Virtual Teaming?

A virtual team is a group of people

with complementary competencies

executing

simultaneous, collaborative work

processes

through electronic media without

regard

to geographic location.

A virtual team is a group of people

with complementary competencies

executing

simultaneous, collaborative work

processes

through electronic media without

regard

to geographic location.

Management Issues in VT

ExpectationsAnd Outcome

Rapid ConflictResolution

ContinuousTraining

Sense of“Team”

Trust

Cultural and Social IssuesCultural and Social Issues

•Communication, collaboration are impacted by:

- how individual preferences influence work and collaboration

- how these differences impact team dynamics and productivity

- how these differences affect trusting relationships

•People do not recognize the impact of removing social interaction from the team environment.

•Communication, collaboration are impacted by:

- how individual preferences influence work and collaboration

- how these differences impact team dynamics and productivity

- how these differences affect trusting relationships

•People do not recognize the impact of removing social interaction from the team environment.

Technology Issues in VT

AppropriateTechnologies

SecurityConcerns

Compatibility& Standards

Immediate Impact and Opportunity

Immediate Impact and Opportunity

• Efficiency of project execution

• Removal of boundaries

• Integration and optimization of competencies

• New partnerships

• Efficiency of project execution

• Removal of boundaries

• Integration and optimization of competencies

• New partnerships

Appendix – Survey DataAppendix – Survey Data

• 31 CII companies participated.

- 20 owners, 11 contractors

• 31 CII companies participated.

- 20 owners, 11 contractors


Findings

• Only five companies use virtual teams as integral to all projects – eight not using at all.

• Pre-design and design are primary uses of virtual teams.

• Security as primary concern for not using virtual teams – 65% of survey.

• Virtual teams will increase significantly or be standard practice in five years – 93% of survey.

Findings

• Only five companies use virtual teams as integral to all projects – eight not using at all.

• Pre-design and design are primary uses of virtual teams.

• Security as primary concern for not using virtual teams – 65% of survey.

• Virtual teams will increase significantly or be standard practice in five years – 93% of survey.


Findings (continued)

• More difficult to engage people in achieving objectives – 73% of survey.

• More management visits to remote team.

• More time spent on e-communications.

• Majority has not studied impact of virtual teams on management issues, but realize this is central concern for success of virtual teams.

Findings (continued)

• More difficult to engage people in achieving objectives – 73% of survey.

• More management visits to remote team.

• More time spent on e-communications.

• Majority has not studied impact of virtual teams on management issues, but realize this is central concern for success of virtual teams.

Case StudyCase Study

International Space Station (ISS) Program

• Objectives

- Assess virtual teaming issues.

- Evaluate critical factors for success.

- Identify analogies to other industries.

International Space Station (ISS) Program

• Objectives

- Assess virtual teaming issues.

- Evaluate critical factors for success.

- Identify analogies to other industries.

Case Study (continued)

Case Study (continued)

Background

• ISS is largest and most complex scientific project in NASA history.

- Sixteen nations involved.

- Success based oninternational cooperation.

Background

• ISS is largest and most complex scientific project in NASA history.

- Sixteen nations involved.

- Success based oninternational cooperation.


Key Findings

• Cultural issues, not technology issues, dominate.

• Relationships are critical.

• Control of information was identified as a key success factor.

• There is no substitute for face-to-face meetings.

Key Findings

• Cultural issues, not technology issues, dominate.

• Relationships are critical.

• Control of information was identified as a key success factor.

• There is no substitute for face-to-face meetings.


Collaborative engineering for F-18 Tactical Fighter

• Objective

- Assess elements of virtual teaming.

- Determine factors for success.

- Evaluate level of technology and significance of soft issues.

Collaborative engineering for F-18 Tactical Fighter

• Objective

- Assess elements of virtual teaming.

- Determine factors for success.

- Evaluate level of technology and significance of soft issues.

Case Study(continued)

Case Study(continued)

• Background

- Collaborative engineering has been a tool for many years.

- Recent focus on virtual teams working indispersed locations.

• Background

- Collaborative engineering has been a tool for many years.

- Recent focus on virtual teams working indispersed locations.


Key Findings

• Modification of work processes, organizational structures to facilitate collaboration.

• Heavy utilization of immersive models and data sharing.

• Early identification of people/team issues is critical.

• De-emphasize idea of tasks; amplify importance of “big picture.”

• Enable teams to make business-driven decisions.

• Virtual teams essential to competitiveness.

Key Findings

• Modification of work processes, organizational structures to facilitate collaboration.

• Heavy utilization of immersive models and data sharing.

• Early identification of people/team issues is critical.

• De-emphasize idea of tasks; amplify importance of “big picture.”

• Enable teams to make business-driven decisions.

• Virtual teams essential to competitiveness.

Primary Research FindingsPrimary Research Findings

• Initial face-to-face is a must.

• Clear team objectives

• Initial face-to-face is a must.

• Clear team objectives

Technology• Does not ensure success,

but it can lead to VT failure.

• Planning and standards

• Does not ensure success, but it can lead to VT failure.

• Planning and standards

Team

Technology is not the issue!Technology is not the issue!

Primary Research FindingsPrimary Research Findings

• All members in all applications

• Cultural training for international VT

• All members in all applications

• Cultural training for international VT

Management

• Competencies, not geographies or organizations

• Information overload

• Measures to gauge success. Was it worth the effort?

• Competencies, not geographies or organizations

• Information overload

• Measures to gauge success. Was it worth the effort?

Training

Team DeliverablesTeam Deliverables

•Making Virtual Teams Work

- Source Book – Research Guide

- Summary Report

•Presentation

- Simulated virtual team collaboration.

- Collaboration is the presentation.

•Making Virtual Teams Work

- Source Book – Research Guide

- Summary Report

•Presentation

- Simulated virtual team collaboration.

- Collaboration is the presentation.

Virtual Teams Project Team Members

Virtual Teams Project Team Members

Stephen Barakis BPPaul Chinowsky Georgia TechPat Finefield Washington GroupPaula Hansen TexacoBill Johnston Day & ZimmermannFrank Palazzolo LTV SteelChris Parker ParsonsBob Pinson BE&KStephen Reuwer FPL EnergyEddy Rojas State University of New

York at BuffaloJoseph Sprys General MotorsAllen Tharpe Jacobs

Stephen Barakis BPPaul Chinowsky Georgia TechPat Finefield Washington GroupPaula Hansen TexacoBill Johnston Day & ZimmermannFrank Palazzolo LTV SteelChris Parker ParsonsBob Pinson BE&KStephen Reuwer FPL EnergyEddy Rojas State University of New

York at BuffaloJoseph Sprys General MotorsAllen Tharpe Jacobs

Summary on Virtual Teams

•Change is essential.

• Successful change requires vision.

•Reevaluate work processes.

•Rethink organizational structures.

•Discover new business methods.

•Change is essential.

• Successful change requires vision.

•Reevaluate work processes.

•Rethink organizational structures.

•Discover new business methods.

Construction Project Improvement Conference

Construction Industry Institute

Austin, Texas

2001: A Construction Odyssey

Trends and Perspectives

2001: A Construction Odyssey

Trends and Perspectives