As organizations are becoming increasingly global, the need for efficient and effective project management tools is necessary in order to accomplish business goals and process objectives. The increase demand for human resource requires “cross-functional, and often cross-cultural, geographically dispersed project teams” (Beise, 2004). Human resources are continually increasing in skill, diversity and knowledge which can benefit cross cultural organizations. Organizations are always seeking a competitive advantage with their competitors. As a result, project virtual teams are integrated in business models to potentially benefit business outcomes. The use of electronic mechanisms, tools, and resources influences group processes and outcomes. Furthermore, the benefits or limitations of virtual teams can also be evident in project management implementation and outcomes.
Through this research I will analyze and discuss how virtual teams face a variety of challenges; however the most critical challenge in my opinion is that of effective management and constructive leadership. Furthermore this paper will investigate if in a virtual team there is relational development dilemma which remains a difficult aspect of team success. The fact that virtual teams “are geographically and/or temporally dispersed and are brought together by information and communication technologies” (Beise, Carte, Chidambaram, & Vician, 2010) does not mean that the relational development of the team cannot be successful. I will find through this research if indeed virtual teams are more focused on the actual task at hand and less interested in development of relationships that are common with face to face interactions. Essentially this social exchange within the context of information systems suggests that “using face to face meetings or richer media in the early stages of virtual team development may foster closer interpersonal relationships” (Beise, Carte, Chidambaram, & Vician, 2010). If we analyze the virtual teams and project management interaction styles we come to find that “interaction style has been shown to have a great effect on conventional work teams’ ability to achieve solution quality and solution acceptance” (Balthazard, Potter, & Warren, 2004).
Project management and virtual teams require various components which consist of methods and tools that are “increasingly relevant as today’s globalized organizations accomplish more of their goals using cross-functional, and often cross-cultural geographically dispersed, project teams. (Beise, 2004). There are both benefits and limitations to virtual project management mechanisms. If we analyze the various methods and tools that global organizations are using to successfully manage projects we come to find that virtual teams are increasingly using virtual collaboration tools and mechanisms to successfully implement information system projects. This research will analyze the extent of how project...