Research Article

A case study of project management practices in virtual settings

Published: 2010-11-23

Journal: ACM SIGMIS Database: the DATABASE for Advances in Information Systems

DOI: 10.1145/1899639.1899644

Abstract

In this paper we report a case study examining the communication processes engaged in by virtual project teams and their management. Twenty-two teams, using widely available groupware to communicate, work together, share documents, discuss ideas, and solve problems, designed and implemented a database. These teams were managed by a geographically-distributed management team. The case study is analyzed qualitatively and quantitatively, from two perspectives--working in, and managing, virtual teams--using a framework that integrates virtual team dynamics and project management practices. Through the critical examination of communication content from the longitudinal experiences of multiple virtual project teams and their virtual management team, we identify successful project practices and uncover underlying interaction processes. Specifically, we found that high performing project teams differed from low performing teams in terms of process management, relational development, and proactive technology use behaviors. The five-person management team paralleled the project teams in evolving its own process management and relational development over time.

Faculty Members

  • Chelley Vician - University of St. Thomas, Minneapolis, MN, USA
  • Catherine Beise - Salisbury University, Salisbury, MD, USA
  • Laku Chidambaram - University of Oklahoma, Norman, OK, USA
  • Traci A. Carte - University of Oklahoma, Norman, OK, USA

Themes

  • Project management practices
  • Communication processes in virtual teams
  • Virtual team dynamics
  • Adaptation in team management
  • Comparison of high and low performing teams

Categories

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