This article is submitted by Shantanu Bhamare, MBA, PMP, vice-president, PMI Pune-Deccan, India Chapter. He is currently working with IBM as a senior project manager / program manager. He has over 18 years of professional experience in the IT industry on software projects enabling a wide variety of domains such as eCommerce, customer relationship management and telecommunications.

With expanding globalisation and rising costs, project managers often have to manage multi-location teams to remain competitive.

Multi-location teams can be formed when there are large-scale projects to be managed, and the required abilities, experience or infrastructure are available at different locations. The need for these teams will also arise if parts of the project are outsourced to third-party vendors in a separate location.

Advantages of Multi-location Teams

Project managers can select the people, resources and infrastructure best suited for the project. There is no costly relocation or travel expense involved when utilising resources in their original location. Economic differences between countries might make a resource in one country more cost-efficient for the project.

There can be different formations of multi-location teams, whether the team is dispersed on different floors of an office building, or divided by global boundaries and time zones. With members operating out of independent locations, the manager will find several challenges managing such a team.

Challenges in Managing Multi-Location Teams

Team Maturity

Managers must consider how mature their team is, and the work experience of the team members. The team should have a good mix of junior and senior staff, project designers and a project leader. The project leader is responsible for the work allocation at his location. He or she is also responsible for reporting updates and issues back to the overall project manager.

Skills and Abilities

Managers must consider whether the off-site teams can work independently. Unique skills available at off-site locations must be fully utilised.

Communication

Typical communication channels are email, telephone and video conferencing. As the number of team members increases, communications become more complex. In the project planning phase, a communications plan between all parties should be developed.

Trust

Maintain professional and personal regard for team members: respect their abilities, knowledge and experience; and their values and integrity. Share functional or technical knowledge with team members. Managers must ensure that they follow through on all commitments and promises.

Relationships

Emphasise 'commonality'—areas where the project manager and members share similar backgrounds or interests. Always stay in touch. Focus on clear communications and ensure instructions are fully understood. Show concern for members, and be generous with praise where it is deserved.

Cultural Differences

Be aware of differences in cultures and work habits. Do not stereotype. Listen actively and emphatically.

Geography / Different Time Zones

If different teams are located close to each other, relocate them into one location where possible. When teams exist in multiple countries, time zone differences create difficulties in communicating effectively. This is where a detailed and well-planned communications schedule will come into play.