...MANAGING VIRTUAL PROJECT TEAMS A research project submitted to the faculty of San Francisco State University In partial fulfillment of the requirements for the degree Master of Business Administration by Bryan Rolf Trautsch San Francisco, California December 11, 2003 Copyright (c) 2003 by Bryan Trautsch. CERTIFICATION OF APPROVAL I certify that I have read VIRTUAL PROJECT MANAGEMENT by Bryan Rolf Trautsch, and that in my opinion this work meets the criteria for approving a research project submitted in partial fulfillment of requirements for the Master of Business Administration degree at San Francisco State University. ________________________________________ Dr. Robert C. Nickerson Professor of Information Systems ________________________________________ Dr. Sam S. Gill Professor of Information Systems ABSTRACT MANAGING VIRTUAL PROJECT TEAMS Bryan Rolf Trautsch San Francisco State University Fall 2003 The purpose of the project is to explore the communications and collaborations issues associated with managing virtual project teams. In order to establish a better understanding of the problem, the paper evaluates virtual teams against more traditional collocated teams to provide some background and depth to the research. The method used in the research was in the format of a questionnaire consisting of six questions. The questionnaire was delivered via e-mail to various project managers with virtual project team experience dispersed through...
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...MANAGING VIRTUAL PROJECT TEAMS A research project submitted to the faculty of San Francisco State University In partial fulfillment of the requirements for the degree Master of Business Administration by Bryan Rolf Trautsch San Francisco, California December 11, 2003 Copyright (c) 2003 by Bryan Trautsch. CERTIFICATION OF APPROVAL I certify that I have read VIRTUAL PROJECT MANAGEMENT by Bryan Rolf Trautsch, and that in my opinion this work meets the criteria for approving a research project submitted in partial fulfillment of requirements for the Master of Business Administration degree at San Francisco State University. ________________________________________ Dr. Robert C. Nickerson Professor of Information Systems ________________________________________ Dr. Sam S. Gill Professor of Information Systems ABSTRACT MANAGING VIRTUAL PROJECT TEAMS Bryan Rolf Trautsch San Francisco State University Fall 2003 The purpose of the project is to explore the communications and collaborations issues associated with managing virtual project teams. In order to establish a better understanding of the problem, the paper evaluates virtual teams against more traditional collocated teams to provide some background and depth to the research. The method used in the research was in the format of a questionnaire consisting of six questions. The questionnaire was delivered via e-mail to various project managers with virtual project team experience...
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...| Instructor PoliciesLAW 421Business Law | Campus/Learning Center: Murrieta Learning Center | Course Schedule for MU11BSB10 (Wednesdays 6:00- 10:00 pm PST)Workshop 1- October 31, 2012Workshop 2- November 7, 2012Workshop 3- November 14, 2012Workshop 4- November 21, 2012Workshop 5- November 28, 2012 Facilitator Information Kenneth C. Kanouse, J.D.kkanouse@email.phoenix.edu (University of Phoenix)kckanouse@yahoo.com (Personal)714-299-8189 (PST)Facilitator AvailabilityI am available from 9 a.m.-9 p.m. Pacific Time on most days, but I attempt to reserve Sunday for my family. On Saturdays, I tend to be online in the morning only. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule, if possible. I provide you with these times to make it easier to communicate with me, and not to limit our contact. I want you to know that, should you need to contact me outside these time frames, you should not hesitate to do so. | ASSIGNMENT SUBMISSION TIME: All written assignments are due on their due date by the beginning of the workshop in which they are due (6:00 p.m. Pacific Time) and must be submitted electronically to a student’s Assignment forum.Late Assignments Late work will not earn the full points possible. Students...
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...|[pic] |Instructor Policies | | |BCOM 275 | | |BSAM196W42 | |Campus/Learning Center: Online | |Facilitator Information | | | |Rod Klein | |rodneyk02@email.phoenix.edu (University of Phoenix) | |rdklein1@att.net (Personal) | |630.914.5221 (CST) | | ...
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...Individual Assessment of Team Individual Assessment of Team Working on this team assignment has been an eye opening experience. I was unaware that in graduate school, individuals within groups still slack and refuse to do their share. With that being said, I am not even aware of all of my teammates, I have only seen work from and worked with Mark Pardi and Matthew Misclasci. Mark Pardi toke the lead role from the being; he developed the initial PowerPoint design and constructed the rough draft. It is safe to say Mark was the team leader. I would assign Mark a total of 35 points. Mark as constantly communicating with the team via email, staying on top of assignments, adding enhancements to the PowerPoint, all while asking the team their input, even after some members would offer lack luster input such as “looks good” or “that’s great”. Mark kept a great attitude and a good team spirit. Matthew was a group participate, whom didn’t have much to say during the rough draft, yet he step up during the final draft. At this time he has helped answer group discussion questions, and he provided input on the final draft. I would assign him the remaining 15 points. The final group member is Brytni White, who has not contributed one thing to the project, but a periodic random email saying “looks good group” with absolutely no input at all. She has not at this time even contributed to group five’s discussion questions from the class concerning our presentation. I give Brytni...
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...|[pic] |Instructor Policies | | |HCS320 | | |Health Care Communication Strategies | Facilitator Information Kelly Hernandez khernandez8@email.phoenix.edu (University of Phoenix) kellyraejackson@gmail.com (Personal) 305-484-3555 (EST) Facilitator Availability I am available from 9 a.m.-9 p.m. Eastern Time on most days, but I attempt to reserve Sunday for my family. On Saturdays, I tend to be online in the morning only. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule, if possible. I provide you with these times to make it easier to communicate with me, and not to limit our contact. I want you to know that, should you need to contact me outside these time frames, you should not hesitate to do so. For emergencies, when you are not able to gain access to messages on the Online Learning System (OLS), please send a message to my personal email address. In the event a third party needs to contact me, please direct them to my contact information listed under "facilitator information." No third party should use your login credentials to gain access to the classroom. Where...
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...[pic] Course Syllabus ACC/561 Accounting Course Start Date: 11/30/2010 Course End Date: 01/24/2011 Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this syllabus is considered the ruling document. Copyright Copyright ©2009 by University of Phoenix. All rights reserved. University of Phoenix© is a registered trademark of Apollo Group, Inc. in the United States and/or other countries. Microsoft©, Windows©, and Windows NT© are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Facilitator Information Melinda Gregg mgregg3@email.phoenix.edu (University of Phoenix) melinda_gregg@yahoo.com (Personal) +39 3314487245 (GMT+1) Facilitator Availability I am available from 8 a.m.-8 p.m. GMT+1 Time Zone (12:00 a.m.–12:00 p.m. MST) on most days, but I attempt to reserve Sunday for my family. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule...
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...the upload don't quite know yet Purpose of the Team Operating Agreement (TOA) [Describe the purpose of the document. Depending on the nature of the project or culture of the company, other sections may be added to the document.] Sample text: This TOA serves as the guidelines and ground rules to help the project team work most productively together over the course of the project. The TOA is a living document and may be updated as the need arises throughout the project. Any updates will be discussed with and ratified by the project team members. Team Communications [Describe how project team members will communicate with each other. Include where project documents will be stored and how they may be accessed, how and when meeting agendas and minutes will be distributed, and how confidential information will be handled.] Sample text: § The project’s SharePoint site will house the most up-to-date version of project documents. All team members will be given access. § Meeting agendas will be e-mailed to project team members at least 24 hours prior to meetings. Meeting minutes will be posted to the project SharePoint site within 48 hours after meetings. § Team members will appreciate the sensitive nature of information discussed during this project and will share with care. Where applicable, documents will include a footer indicating that information is confidential. § “Sidebar” conversations between team members during team meetings will not be allowed. § All communication...
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...INSTRUCTOR’S RESOURCE MANUAL CHAPTER SIX Project Team Building, Conflict, and Negotiation To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER SIX Project Profile: Japanese Automakers Launch “Pre-Collision” Projects INTRODUCTION 6.1 BUILDING THE PROJECT TEAM 6.2 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS 6.3 REASONS WHY TEAMS FAIL 6.4 STAGES IN GROUP DEVELOPMENT Punctuated Equilibrium 6.5 ACHIEVING CROSS-FUNCTIONAL COOPERATION Outcomes of Cooperation: Task and Psycho-Social Results Building a High Performing Team 6.6 VIRTUAL PROJECT TEAMS Project Profile: Tele-Immersion Technology Eases the Use of Virtual Teams 6.7 CONFLICT MANAGEMENT What is Conflict? Sources of Conflict Methods for Resolving Conflict 6.8 NEGOTIATION Questions to Ask Prior to the Negotiation Principled Negotiation Summary Key Terms Discussion Questions Case Study 6.1: Columbus Instruments Case Study 6.2: The Bean-Counter and the Cowboy Case Study 6.3: Johnson-Rogers Software Engineering, Inc. Exercise in Negotiation Internet Exercises PMP Certification Sample Questions Bibliography TRANSPARENCIES 6.1 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS • A CLEAR SENSE OF PROJECT MISSION • AN UNDERSTANDING OF TEAM INTERDEPENDENCIES • COHESIVENESS • A HIGH LEVEL OF TRUST • A SHARED SENSE OF ENTHUSIASM • A “RESULTS”...
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...Team Project Week 1 Topic and Outline Group Grade Team Name/Topic: Group Members’ Names: Includes a clearly stated thesis statement /20 Outline has sufficient detail with at least 2 levels of headings. All sections have been included and assigned. /20 Spelling and grammar /10 Please Note: I reserve the right to deduct points from individual team members for lack of participation, late participation, and/or quality of work that does not meet expectations. It is important to adhere to the deadlines your team agrees upon. If you submit after the time the team agrees upon, you may lose points or receive a zero. Total Grade Points /50 Team Project – Week 2 Resource Review Individual Grade Student Name: Graded element Points Comments Minimum of 5 scholarly resources /25 Correct use of APA formatting /25 Clearly indicates how the resources support research in this section /25 Spelling and grammar /15 Please Note: I reserve the right to deduct points from individual team members for lack of participation, late participation, and/or quality of work that does not meet expectations. It is important to adhere to the deadlines your team agrees upon. If you submit after the time the team agrees upon, you may lose points or receive a zero. Total Grade Points /90 HUMN 432 Paper INDIVIDUAL GRADING SHEET STUDENT NAME: /200 Your contribution to the paper will be evaluated according to the complexity...
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... Project Description: Restoration of 1969 Camaro SS B. STAKEHOLDER LIST Stakeholders: Project Role: Steve Smith – Project Manager Review and assess vehicle needs, schedule work load, leading meetings, test vehicle and deliver final project to owner. Steve Mitchell – Owner Responsible for project requirements and funding. Mechanics Removal and installation of engine, transmission and other mechanics of vehicle. Body Shop and Paint Responsible for body restoration and paint of vehicle. Parts and Fabrication Responsible for ordering of new parts and fabrication of new interior and restoration of original accessories. C. COMMUNICATION PLAN Document Audience Action Communication Class Input Method Output Method Frequency Responsible Resources Project Status Report All project team members Weekly Status Report submitted every Friday Mandatory Status Update Form Combined Status Report handed out Mondays. Weekly Project Manager Project Status Meeting All project team members Interaction Mandatory In Person Meeting Notes in Word Document Weekly Project Manager Project Pre-Reassembly Meeting All project team members Interaction Mandatory In Person Reassembly Checklist Once Project Manager Final Walk Through All project team members Review all required deliverables Mandatory In Person Final Checklist Once Project Manager Post Project Meeting All project team members Interaction Mandatory In Person Meeting Notes in Word Document Once Project Manager ...
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...together to achieve a common goal. Teamwork is used frequently when referring to sports teams performing to accomplish a purpose; nevertheless, teamwork is now a standard expression in the workplace. The success of the team is directly connected to the efficiency of the team. The workplace is a results-based culture and the performance of the team is linked to how the team attains results. According to Higgs (2007), “It appears that a number of factors are more likely to be dominant in explaining variation in team performance” (p.82). Higgs explains further that it is the individual personalities of the team members, accompanied with the techniques used by the team to become productive is what sets other teams apart (Higgs, 2007). This paper will examine the critical components of the team getting results while working as a collective and collaborative unit, the internal management of the team and its relationship to success, the effectiveness of team meetings and the technological tools that are available for teams to implement in the work environment. The Team Working Together Teamwork begins with the individual; each individual in a team needs to be a team player, willing to work together to accomplish a bigger goal. Each person on a team has something different that he or she can contribute, and teams function best when team members are allowed to share his or her area of expertise. Teams function best when they are diverse group of people who are open to new ideas, as...
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...different globes but also benefit the bottom line of the company by consolidating roles and responsibilities at different locations. Compressor Products International is an international manufacturing and services company. They provide engineered compressor components, lubrication systems and support services to operators. They have over one hundred years of service selling to the refining, chemical, gas, and many other markets. With office in over fourteen countries CPI is focused on being the leader in customized solutions for application in the reciprocation compression industry. CPI is an EnPro Industries company and as such they are backed by a family of over 4,100 people in over 100 countries. With the support of the Enpro team CPI is looking to fast track its businesses with advancements in parts and services. I have worked at CPI since 2010 at their corporate office in Stafford, Texas. With such close proximity to so many natural gas and oil refineries Stafford is the central hub for sales and front office support. It is in Stafford that the CEO and other top management work. ERPs are wide range systems that cover all...
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...BUS 518 Entire Course Project Management Leadership Click below link for Answer http://workbank247.com/q/bus-518-entire-course-assignments-project-manageme/13589 http://workbank247.com/q/bus-518-entire-course-assignments-project-manageme/13589 BUS 518 Assignment 1 A Peaceful Evacuation- Building a Multi-Project Battalion by Leading Upward Read the case study titled “A Peaceful Evacuation: Building a Multi-Project Battalion by Leading Upward.” before starting this assignment. Write a 3-5 pages paper in which you: Describe the leadership style that Lieutenant Colonel Yaron exhibited as the commander of a battalion for theevacuation operation. Provide three (3) examples of his leadership actions and behavior. Discuss the pros and cons in each example you describe to support the response. Analyze the leadership style that Lieutenant Colonel Daniel exhibited as he took center stage to lead this complex military operation. Provide three (3) examples of his leadership actions and behavior, assessing the pros and cons in each example you describe to support the response. Compare and contrast the leadership styles of Lieutenant Colonel Yaron and Lieutenant Colonel Daniel. Provide three (3) examples of the similarities and differences between these project leaders, and discuss how each leader might address contemporary leadership issues and challenges in Israel today. Discuss Lieutenant Colonel Yaron and Lieutenant Colonel Daniel interrelationship using Jung theory and...
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... Assignment 1 – A Peaceful Evacuation- Building a Multi-Project Battalion by Leading Upward (New) Read the case study titled “A Peaceful Evacuation: Building a Multi-Project Battalion by Leading Upward.” before starting this assignment. Write a 3-5 pages paper in which you: 1. Describe the leadership style that Lieutenant Colonel Yaron exhibited as the commander of a battalion for the evacuation operation. Provide three (3) examples of his leadership actions and behavior. Discuss the pros and cons in each example you describe to support the response. 2. Analyze the leadership style that Lieutenant Colonel Daniel exhibited as he took center stage to lead this complex military operation. Provide three (3) examples of his leadership actions and behavior, assessing the pros and cons in each example you describe to support the response. 3. Compare and contrast the leadership styles of Lieutenant Colonel Yaron and Lieutenant Colonel Daniel. Provide three (3) examples of the similarities and differences between these project leaders, and discuss how each leader might address contemporary leadership issues and challenges in Israel today. 4. Discuss Lieutenant Colonel Yaron and Lieutenant Colonel Daniel interrelationship using Jung theory and the four (4) personality traits. Provide three (3) examples of how Lieutenant Colonel Yaron and Lieutenant Colonel Daniel personality and leadership style might enhance or hinder team performance for the complex military operation in this case...
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