Strong management practices were identified by each of the project teams as key to the success of their projects. One of the most important skills identified by the project teams was the ability of the project lead to foster frequent and effective communication within the team as well as with stakeholders. A variety of communication mechanisms were used to establish and retain contact and to build effective communication mechanisms. The mechanisms used within the project teams varied based on the nature of the team and the stage of the project. Each project includes some face-to-face meetings, as well as teleconferences and Internet tools such as Web-sharing software to communicate. Communication with stakeholders was designed to maintain their support and involvement and included regular project updates and occasional contact to verify continued interest and to explore changes in needs and priorities. The capability of the project lead to identify and manage issues related to varying levels of access to and experience with the use of alternative communication technologies to overcome distance issues was critical.

Another management skill mentioned frequently was the ability to establish a clear assignment of roles and responsibilities within each project team. It was considered especially critical by those teams where roles changed depending on the phase of the project and individual specialties. These fluctuations did not affect the project as long as each change was clearly communicated to the entire team. Issues arose when there were overall unclear goals, roles and responsibilities; especially at critical transitions in the project when technology choices had to be made.

Employ project management techniques proven to work with multi-partner projects

The ability to maintain focus and energy among team members who are geographically dispersed was also noted as an important attribute of many of the project leads. Although commitment and level of excitement for a project is frequently based on a personal interest, even the most committed team members faced challenges staying engaged with local competing priorities demanding their attention. Practices considered routine, such as detailed documentation, scheduling, planning, and agenda setting, were found to be especially important in keeping team members from multiple organizations engaged. One team leader noted the importance of the team leader but also of the team members: “You need to be patient, passionate, persistent, and committed not only as a project lead, but also as a team member.”

Group Facilitation

Create and regularly revisit a shared vision statement

Tips

• Be diligent in planning meetings in a virtual environment. Explore alternatives for integrating traditional tools and techniques into a virtual meeting environment as necessary. For example, typical visual cues that often communicate points of agreement or disagreement, and sometimes that a topic has run its course, don’t work in a virtual environment.
• Select a communication tool appropriate to the task, the length of time required to complete the task, and the people participating.
• Be aware of the limitations of the communications tools selected by the team and the abilities of team members to communicate effectively using those tools.
• Use traditional tools and techniques of project management, such as monthly status reports, timelines, task plans, meeting agendas, and others - as long as they don’t become a barrier to communication or to the work.
• Share detailed agendas with meeting members ahead of time to specify topics to be discussed and the decisions that must be made.
• Recognize that frequency of contact may vary depending on the phase of the project – at critical points meetings may need to be more frequent and inclusive, while at less critical points frequent and all-inclusive meetings may be counterproductive.