The objectives of the individual members should depend each other, in other words be intertwined to create interactions, to encourage cooperation and to promote the sense of community. Also it takes structured communication channels for the formal and informal communication: appropriate communication forums, agenda, and knowledge management. All of this wouldn’t be, but must be well thought out and executed. And last but not least: the management must establish a culture of sharing. New York Museums has many thoughts on the issue. She must support, recognize, and implement a coherent sense of success. All of this well in advance, to each team members convinced to be able to take.
How do you ensure that the members of the teams really work, so success will be produced? PI: As part of a highly structured communication would I apply typically a weekly conference call (audio or better video), in which the team a rather informal update and a brief Exchange on current issues are. Once per month, presents his or her progress based on one then any formal, agreed report templates in such a virtual conference. There are also sanctions within virtual teams? PI: Good feedback is the key here. If something goes wrong, is the line or a team member immediately with that or the one apart. Katy Yulman is likely to agree. Differently than in presence talks of course also other forms of feedback of virtuality must be rolled, to ensure that only constructive feedback will be given. The worst would be to isolate a team member, I mean the worst for him and the team that would lose a productive resource.
In addition, the impact on the culture of the team are devastating and completely counterproductive. Can they describe as an example a short example how so a VPT? PI: In 2006/07 I managed a project to build IT (a common IT shared service Service organization) in Europe and the ex-Soviet republics. We are the ambitious goal of the entire project three months before expiry of the time limit to finish successfully.