ECOM 201 SEU Technical and Digital Solutions GoTech Solutions CO Case Study Questions
Description
2 attachmentsSlide 1 of 2attachment_1attachment_1attachment_2attachment_2.slider-slide > img { width: 100%; display: block; }
.slider-slide > img:focus { margin: auto; }
Unformatted Attachment Preview
Saudi Electronic University
College of Administrative and Financial Sciences
ECOM201 Introduction to E-management
Assignment 3
Project Assignment
GoTech Solutions Company
2021/2022
Requirements
GoTech is a Saudi company (located in Riyadh) that provides technical and digital solutions to
other businesses and individuals. Its operation focuses mainly on the Saudi market, but recently
it opened two offices in Egypt and Italy. Eng. Abdullah is the CEO, and there are three regional
managers (in 3 different countries) and 30 employees working under their supervision.
Recently, Abdullah has been required to make vital decisions to keep GoTech running during
many challenges, including new and existing competitors, rapid technology development, and
Coronavirus pandemic. Consider yourself the CEOs consultant who is required to help him put
together a strategy so GoTech can not only survive but also thrive in the future.
To help you develop your Consultation Strategy Report, use the following points as a guide:
Part 1
1.
An overview of GoTech company (0.5 marks)
2.
Description of the type of management that GoTech follows. (1 mark)
3.
Description of the challenges with that type of management. (1 mark)
4.
o
Communication challenges
o
Cultural and political challenges
Description of the necessity for creating a virtual Risks Response Team based on
Tuckmans Team Life Cycle Model (see figure 1). (3 marks)
o
Phases of team creation
o
Criteria for choosing the team
?
o
5.
Who are they, and why did you choose them?
Pros and cons of the virtual team
Description of the regional managers roles (2 marks)
o
What qualities must they have as leaders?
o
How can they motivate themselves and their team?
o
What digital recourses can they use to manage the team?
Part 2
6.
7.
8.
9.
10.
Description of challenges that loom over GoTech (1 mark)
o
Existing challenges/ disasters
o
Potential challenges/ disasters
Description of GoTech resources (1 mark)
o
What are the digital and financial resources?
o
How can these resources be utilized?
Description of GoTech digital capabilities (2 marks)
o
Existing capabilities that can be strengthened
o
Needed capabilities that must be invested in
Description of the solutions (3 marks)
o
Immediate solutions (based on points 4, 6, 7, & 8)
o
Future solutions (based on points 5, 6,7, & 8)
Closing remarks/ conclusion (0.5 marks)
Figure 1 Bruce Tuchmans Team Life Cycle Model (Personio, 2021)
Important details
Due date
Marks
End of week 14
15 marks
Useful links:
http://www.nottingham.ac.uk/studentservices/documents/planning-and-preparingto-write-assignments.pdf
APA reference system https://student.unsw.edu.au/apa
About plagiarism http://wts.indiana.edu/pamphlets/plagiarism.shtml
About plagiarism https://en.wikipedia.org/wiki/Plagiarism
Guidelines for the assignment:
This is an individual project, which is part from your course score. It requires effort
and critical thinking.
Use the given cover page below. One mark will be deducted if there is no cover page.
Your assignment must be supported by evidence and resources. Otherwise, your
answer will not be valid.
Use at least 5 different references from the SDL.
Use font Times New Roman, Calibri or Arial.
Use 1.5 or double line spacing with left Justify all paragraphs.
Use the footer function to insert page number.
Ensure that you follow the APA style in your project.
Your project report length should be between 1500 to 2000 words.
Up to 20% of the total grade will be deducted for providing a poor structure of
assignment. Structure includes these elements paper style, free of spelling and
grammar mistakes, referencing and word count.
Saudi Electronic University
College of Administrative and Financial Sciences
E-commerce Department
Student Name:
Student ID:
Course Title:
Course Code:
Introduction to E-Management
ECOM 201
Academic Year/ Semester:
CRN:
2021/2022- 1st Semester
Instructor Name:
Student Grade:
Grade Level:
Chapter 1
Virtual Management
Virtual Management
The Need for Virtual Management
The need for virtual management and geographically
dispersed teams continues to increase. Some of the
reasons for the increase are:
? Financial considerations
? Geographical diversity
? Faster time to market
? Pressures of the global marketplace and economy
Virtual Management
Differences Between Virtual and Traditional
Organizations
A virtual company is any company that has at least
one team member working remotely.
A traditional company is one in which all team
members work at a single location.
Virtual Management
Traditional Companies
Characteristics of traditional companies
? Everyone works in the same location
? Workers see each other everyday
? Can easily communicate in face-to-face
conversations
? Email and phone can be used, but the option to
stop and talk in person is available.
? Employees do not necessarily all work in the same
building, but are based in the same general area.
Virtual Management
Virtual Companies
Characteristics of virtual companies
? A virtual company has at least one worker who is
not based in the same location as everyone else.
? There are several different types of virtual
companies
? Some remote team members
? Split team
? Satellite team members
? 100% virtual team
? Outsourced team
Virtual Management
Virtual Companies
? Some remote team members
? The company has one or more local members who
consistently work from a remote location.
? Leaves the remote workers in a very isolated
environment.
? Remote workers can often be forgotten. Out-ofsite, out-of-mind.
? Managers have to work to communicate with virtual
team members and to use tools which connects
the team.
Virtual Management
Virtual Companies
? Split team
? Company has two or more locations where
employees work out of an office that is local to
them.
? Most non-management workers have a manager
on site.
? Satellite team members
? Companies that have a main office and many
satellite employees who work from a home office.
? Typical setup for a global sales company.
? Reduces overhead facilities cost.
Virtual Management
Virtual Companies
? 100% virtual team
? Company does not have a main office, all workers
work remotely.
? These teams are becoming increasingly popular
with small businesses.
? Outsourced teams
? Companies that have a main office, but outsource
certain functions to other companies.
? Company is considered virtual specifically if the
functions outsourced are important to the company
and are conducted virtually.
Virtual Management
Managing the Virtual Team
Managing virtual employees requires a different
approach than managing local employees.
Virtual managers need to create opportunities and
workspaces that facilitate effective communication.
When remote employees are forgotten, all sorts of
problems can arise.
? If managers inadvertently leave remote employees
out of meetings, the remote employees can start to
feel their input is not wanted or needed.
? Remote employees will feel less valuable.
Virtual Management
Managing the Virtual Team
? Various forms of informal communication that can be
used with virtual employees. These forms of
communication include:
?
?
?
?
?
?
?
?
?
?
Phone calls and conference calls
Virtual meetings
Audio conferencing
Video conferencing
Peer-to-peer instant messaging
Peer-to-peer messaging using video and audio
Sending emails
Sending text messages
Using a virtual private network (VPN)
Using a virtual management workspace
Virtual Management
Managing the Virtual Team
? Good virtual managers:
? Take every opportunity to build teamwork.
? Be respectful of the teams time. Plan meetings onsite well in
advance, so workers can make arrangements.
? Make yourself available by email, instant messaging, or by
phone.
? Set the same standard of expectation for remote employees
as you do for onsite employees.
? Important that virtual employees have a daily presence.
? Good system of tracking for remote employees contributions
and work.
Summary
? Working remotely is very appealing to employees.
? Once working remotely is successful, many local
employees work remotely for one or two days a week.
? Working remotely lowers facility and overhead costs.
? Global companies can be more competitive if costs
can be kept low by employing remote workers.
Chapter 2
The Virtual Manager
The Virtual Manager
What is a virtual manager?
? Someone who has responsibility for at least one
team member, vendor, or project in another
location.
Manager may be located in the same location as his
other direct reports but will manage remote employees
or vendors in a different city, state, or country.
The virtual manager is responsible for building and
maintaining a highly productive and functional team
that incorporates all team members.
The Virtual Manager
Traditional Manager
Still the primary form of management across the
country.
Traditional managers work locally with all of his/her
employees.
The Virtual Manager
The Virtual or Hybrid Manager
Virtual or hybrid managers manage a team or project that
is both a combination of traditional and virtual team
members.
The Virtual Manager
The Virtual Challenge
Since it is a new process, there are few tried and tested
ways of doing it.
Few management classes to teach managers how to
manage virtually.
Requires a high-level of commitment to good-quality
communication with each team member.
Virtual management is less command and control and
more guiding and advising.
The Virtual Manager
Virtual and Hybrid Management: What is Everyone Doing?
Team members need to be responsive and responsible.
? Lay ground rules and expectations regarding communication.
? Make clear which meetings are compulsory.
? Team members should notify the manager when they are
not able to attend meetings.
? Remote workers need to agree to work within the virtual
structure of the company.
? Make sure to have an effective-team reporting system in place.
To be successful, team members must commit to
communication, responsibility, and accountability.
The Virtual Manager
Virtual and Hybrid Management: Dual Management Roles
Both of these management roles require the same skill
sets but applied in different ways.
Manager must be skilled in situational leadership to blend
the traditional and virtual teams.
The Virtual Manager
Virtual and Hybrid Management: Dual Management Roles
Responsibility of the manager to build and maintain a
strong and collected team.
If remote team members are not invited to meetings with
the local employees, the team can become
dysfunctional.
A virtual manager must never forgot about the remote
team members.
? Whether it is a birthday card or quick meeting, everyone should
be included.
The Virtual Manager
Skill Sets Required for the Virtual Manager
Virtual management skills can be broken down into key
areas:
? General management
? People management
? Communication
? Technical knowledge
? Decision making
? Problem solving
? Team building
? Administration
The Virtual Manager
Skill Sets Required for the Virtual Manager
Virtual management skills can be broken down into key
areas:
?
?
?
?
?
?
?
?
General management
People management
Communication
Technical knowledge
Decision making
Problem solving
Team building
Administration
The Virtual Manager
Skill Sets Required for the Virtual Manager
General management skills include:
?
?
?
?
?
?
?
?
?
Scheduling
Organization
Time management
Leadership
Prioritization
Goal setting
Tracking and reporting progress
Managing change
Budgeting and finance
The Virtual Manager
Skill Sets Required for the Virtual Manager
People management skills include:
?
?
?
?
?
?
?
?
?
?
Active listening
Coordination and scheduling
Hiring and firing
Making pay decisions
Setting goals
Setting personal objectives
Evaluating performance
Facilitate meetings
Resolve conflict
Coaching and development
The Virtual Manager
Skill Sets Required for the Virtual Manager
Communication skills include:
?
?
?
?
?
?
?
?
?
?
?
Email
Phone calls
Instant messaging
Team meetings
Agendas and minutes
One-on-one meetings
Status reporting
Communicating change
Issues and disaster-management reporting
Document management
Presentations
The Virtual Manager
Skill Sets Required for the Virtual Manager
Technical knowledge includes:
?
?
?
?
?
?
?
?
?
?
?
Setting up a computer
Connecting a printer
Setting up a home network
Installing and configuring software
Setting up email accounts
Configuring a connection to a VPN
Creating spreadsheets and presentations
Managing documents
Setting up a mobile phone
Setting up Internet service (cable or DSL)
Trouble shooting connectivity or technical issues
The Virtual Manager
Skill Sets Required for the Virtual Manager
Decision-making skills include:
? Communication
? Communication is the most important decisionmaking skill.
? For critical information or decisions, communicate
the same information to virtual teams several
times within the same week.
? Virtual communication needs to be concise, to
the point, and accurate.
? It is important that all team members understand
the decisions being made.
The Virtual Manager
Skill Sets Required for the Virtual Manager
Problem-solving skills include:
? Problems may not seem problems until they become
larger issues.
? Problem solving can be technical, political,
administrative, or managerial.
? Problem solving might be something about which
you have no direct knowledge.
? Meet regularly with your team members, requesting
and reading status reports, and building strong, open
communications and teamwork will allow managers
to identify when trouble is brewing.
The Virtual Manager
Skill Sets Required for the Virtual Manager
Team building skills include:
? Encourage the use of instant messaging to keep
virtual team members connected.
? Instant messaging can be used for informal
communications.
? Have virtual team days to get everyone connected.
The Virtual Manager
Skill Sets Required for the Virtual Manager
Administration tasks may include:
? Typing correspondence and reports
? Scheduling meetings
? Taking meeting minutes, typing them, and
distributing them
? Filing
? Preparing and submitting expense claims
? Reading and responding to emails
? Replenishing office supplies
? Sending and delivering mail
? Making travel arrangements
The Virtual Manager
Skill Sets Required for the Virtual Worker
Remote worker skill sets include:
? General management
? People management
? Communication
? Technical knowledge
? Decision making
? Problem solving
? Team building
? Administration
The Virtual Manager
What Employees Want From a Virtual Manager
High level of support and guidance
Each member needs to feel like an important part of the
team
Concise and continuous communication
Regular one-on-one status meetings scheduled in
advance
Build an effective and productive team
Need to know what is expected of them
? Clearly defined roles and responsibilities
Clear direction from the manager
Summary
Virtual employees want to feel that they are part of the
team.
Managers should strive for good communication
between themselves and remote workers.
Requires a unique approach to communication, team
building, and time management.
Plethora of tools available to help facilitate virtual
management
? VPNS
? Instant messaging
? Email
Chapter 3
Creating and Managing Virtual Team
Creating and Managing the Virtual Team
Creating a successful virtual team requires essential
components.
? Virtual manager with the necessary knowledge and
skill sets to manage a virtual team.
? Remote workers with the necessary knowledge
and skill sets to work virtually.
? Virtual tools, processes, and a plan.
Ideally, you would want managers and workers with
virtual experience, but this experience is not always
possible.
Evaluate team members based on the skill sets in
Chapter 2.
Creating and Managing the Virtual Team
Virtual Work Locations
Remote workers should work in an environment that is
conducive to productive an high-quality work.
Suitable work environments could include:
?
?
?
?
?
?
?
?
?
?
A home office
A local library
A local community center
A cyber café or coffee house
A hotel
Onsite at a client location
A shared office/hoteling office
A bus, train, or airplane,
A car
A small local office (or a corporate office)
Creating and Managing the Virtual Team
Creating the Virtual Team
Consider the special qualities and skill sets that a virtual
team member requires to be successful.
Virtual team members must be comfortable working
independently.
The manager will need to do the following to create the
team:
?
?
?
?
?
Choose team members
Interview team members
Consider the team dynamics
Consider the personalities of the virtual team members
Evaluate the abilities of the team members
Creating and Managing the Virtual Team
Defining Virtual Team Roles and Responsibilities
Each team member should have the following individual
documents that describe the employees job, the
employers expectations of the employee, and the
employees own expectations and goals:
? A detailed job description
? Annual of biannual performance objectives
? A growth and development plan
Creating and Managing the Virtual Team
Understanding Interaction Styles
Every person has his or her own style of interacting with
others.
This interaction style encompasses many parts of a
persons personality, including:
? Typical behaviors
? Communication
? Reaction under pressure
? Motivators
? Demotivators
To become skilled at interacting with different styles, you need to
understand what the styles are and how they interact with one
another.
Creating and Managing the Virtual Team
Understanding Interaction Styles
Many organizations use the style characteristics
developed by Dr. David Merrill.
The profiles use levels of assertiveness versus
responsiveness to determine style.
The four main interaction styles are:
? Analytical: like to analyze
? Driver: highly motivated, strong-willed, independent
? Amiable: likes to please
? Expressive: outgoing, sociable, enthusiastic, and
positive
Creating and Managing the Virtual Team
Understanding Interaction Styles
In addition to interactive styles, everyone has a learning
style.
The learning styles are:
? Visual
? Learners learn by seeing
? Auditory
? Auditory learners learn by hearing
? Physical or Kinesthetic
? Learners learn by doing or touching
Creating and Managing the Virtual Team
Managing a Team Split between Two Locations
Plan time so that it is shared appropriately among all team
members, regardless of location.
Prevent the us and them mentality between local and
remote team members.
Stay alert and keep tabs on general mood and morale of
all team members.
Creating and Managing the Virtual Team
Setting Goals and Objectives for Team Members
Set reasonable goals and measurable objectives for all
team members.
Virtual team member goals should be clearly understood,
unambiguous, well-defined, and measurable.
Set goals and objectives that relate to the virtual world.
Improve conflict-management skills.
Creating and Managing the Virtual Team
Managing Performance and Performance Reviews
The key thing to remember when managing performance
is to manage performance.
Manage employee performance all the time, not just
before review periods.
Talk regularly with your team members about their
objectives.
? Have team members write their objectives so they can
refer to them as needed.
Give regular feedback.
? Tell workers precisely what they are doing and what
they need to improve.
Creating and Managing the Virtual Team
Personal Development Plans
Employee objectives document and the job description
describe what the company expects from the employee.
Personal development plan should describe what the
employee expects from himself or herself and from the
company.
Personal development plans are valuable because:
?
?
?
?
Makes employees feel that your truly care about what they want
Helps employees figure out what they really want
Helps you understand your employees better
Helps you to decide on the development priorities for each
employee
? Helps you to understand which employee is best suited to which
task or project
Creating and Managing the Virtual Team
Employee One-on-Ones with Manager
Schedule regular one-on-one time with each team
member.
Both parties should plan for the meeting.
Do not use meetings to go through a big list of task. Use
meetings to talk about key tasks and issues.
Use the time to discuss employee objectives, personal
growth, and development plan.
Virtual one-on-ones should be done by phone.
Do not give negative feedback by email.
Document the one-on-one meetings.
Creating and Managing the Virtual Team
Virtual Training
Instructor has to use creativity and intuition to replace
what is missing from the traditional classroom.
There are different levels of virtual training
? Only the instructor is virtual
? Instructor might be in the classroom with some
participants and other participants are virtual
? The instructor and participants are both virtual
Virtual trainer needs to leave lots of breaks and pauses in
the presentation to allow for questions.
Ask specific questions in the training, not open-ended
questions.
Creating and Managing the Virtual Team
How to Make Virtual Training Successful
When possible, have participants work together in the
same room.
? Participants can focus more on the training.
? Not so easily distracted.
? Can help each other if someone needs help.
Keep classes small.
Instructor should acknowledge each person as he/she
enters the training.
Instructor should also do a personal introduction.
Give participants exercised to complete outside of the
training.
Creating and Managing the Virtual Team
Online Training Tools
Webinars
Online meeting software
Prerecorded presentations that include audio and online
slides.
? Participants can stop and start the training as needed.
Chapter 4
Managing Global Teams
Managing Global Teams
International Business and Global Marketplace
If selling overseas, need to determine if it is more
financially viable to employ local workers in these
regions.
Decisions will be based on how much overseas
business you are doing.
What can a manager do to ensure that the team is
successful
Managing Global Teams
The Global Marketplace
Reasons companies go global
? Gain competitive advantage and stay ahead of
competition
? Keep pace with competitors who are already doing
business internationally
? Reduce costs
? Increase revenues
? Expand into new markets
? Support existing clients overseas
? Support merger or acquisition
Managing Global Teams
Before You Start
Prior to opening
? Understand local customs
? Business etiquette
? Decision-making processes
Build strong working relationships with your team.
Training is vital.
Other things to consider:
?
?
?
?
?
Tax laws
Employment law
Vacation time
Paid public holidays
Benefits
Managing Global Teams
Before You Start
Public holidays can be broken down into two types:
? Religious holidays reflect the dominant religion in a
country
?
?
?
?
?
?
Christian
Islamic
Hindu
Jewish
Buddhist
And many others
? Secular holidays are politically or historically
specific to a country.
? Labor Day exists in many countries, but may be called
something different.
Managing Global Teams
Time Differences
Have a structure in place for planning meetings in
different time zones
? Identify geographical regions where each member
is located.
? Consolidate your regions into three or four
geographical areas.
? Keep a spreadsheet of all employees and what
time zone they are in.
? Try to have weekly meetings rotating through the
time zones. Meet with each region every three
weeks.
Managing Global Teams
Managing Cultural Differences
Many areas contribute to cultural differences including:
? Family
? Religion
? Nationalism
? Education
? Separation of personal and business life
? Politeness and etiquette
? Personal hygiene, cleanliness, and appearance
? Social status
? Values
? Communication
? Ethics
Managing Global Teams
Managing Cultural Differences
Importance and priority will vary from culture to
culture.
Can take years to understand what the differences
are.
Team members cannot interpret cultural differences as
weird or wrong.
Managers need to set the rules and guidelines for the
team.
Communication styles will need to altered to fit cultural
differences.
Everyone needs to understand the decision-making
process.
Managing Global Teams
The Steps in Cultural Adjustment
Moving to a new country can have a large impact.
Cultural adjustments can sometimes be painful.
Managers need to work with team members to
understand that adjusting to a new culture takes time.
Four major stages of adjustment are:
? Honeymoon enthusiasm
? Conflict hostility
? Integration adjustment
? Adaptation – home
Managing Global Teams
The Steps in Cultural Adjustment
Honeymoon stage
? Team members will feel enthusiastic and excited.
? Team members will be happy and eager to please.
? Eagerness might be replacing comprehension.
? Communicate clearly and often to team members
? Follow up with team members and explain what is
expected.
? Team members in this phase are unlikely to tell you
anything is wrong because they do not want to
disappoint.
Managing Global Teams
The Steps in Cultural Adjustment
Conflict stage
? Team members have lost their initial euphoria.
? They are starting to feel overwhelmed by lack of
familiarity and comfort.
? Team members might be homesick, feeling
isolated, and confused.
? Team members need support and understanding.
? Let them know that their emotions are normal and
that things will get better as they adjust.
Managing Global Teams
The Steps in Cultural Adjustment
Integration stage
? Team members will start to feel more relaxed and
comfortable.
? They will be happier and will demonstrate humor.
? Team members will have started to make friends.
? Managers need to give team members lots of
encouragement and praise
? Provide positive feedback on the progress they are
making.
Managing Global Teams
The Steps in Cultural Adjustment
Adaption stage
? Team members feel at home in their own culture
and the new one.
? They are settled and happy.
? Team members are more confident in the new
culture.
? Some of the adjustment stages might be repeated
? Team members should be able to discuss feelings
with others who are going through the same
changes.
Managing Global Teams
Building Teamwork in a Global Environment
Recognizing cultural differences among team
members.
Open a dialogue among team members from different
cultures. Have everyone talk about cultural differences
between one another.
Recognize cultural celebrations across the team.
? Put together a schedule of events that you can
recognize as a team.
? Celebrate team member birthdays, but in accord
with their cultural background.
Chapter 5
Outsourcing
Managing Global Teams
Outsourcing
Not a new concept. Has been around for centuries.
Cottage industries were replaced by factories which
could produce the products cheaper and more quickly.
Shift from cottage to factory signaled the beginning of
outsourcing.
Managing Global Teams
The Decision to Outsource
Outsourcing overseas
? Referred to as offshore outsourcing or offshoring
Outsourcing domestically
? Referred to as insourcing or farmshoring.
Managing Global Teams
The Decision to Outsource
When evaluating outsourcing options, some important
elements to consider are:
? Why do you want to outsource?
? What are the cost savings of outsourcing?
? Are there any one-off or recurring setup and maintenance
costs?
? What additional costs will be incurred for managing the
outsource relationship?
? How much risk can you afford for the project?
? How important is quality?
? How important is schedule (timeliness)?
? Who will manage the outsource project?
? How independently can the outsource work?
Managing Global Teams
The Decision to Outsource
Defining what you want to outsource will help you
evaluate the sustainability of the work for outsourcing
and the suitability of each outsourcing option.
Companies that want to be streamlined and innovative
should focus on their core strengths and outsource the
rest.
Companies outsource to stay competitive and keep
costs low.
Public companies outsource to keep stock prices high
and costs low.
Managing Global Teams
Offshoring
Two different types of offshoring
? Offshore outsourcing
? An outsource company in the target country is contracted
to provide specific services.
? The benefit – is that once the work is complete, the
company has no further obligation to the employees who
worked on the project.
? Offshore office
? Where the parent company opens an office in the target
company and directly employs the staff at that company.
? The benefit office has to be maintained even if work
gets slow for a while.
Managing Global Teams
Domestic Inshoring and Farmshoring
Two types of domestic outsourcing
? Inshoring
? Company within the U.S. provides the workforce.
? Government contracts are often restricted to domestic
outsourcing.
? Companies resist the urge to offshore for moral reasons
or due to long-term business concerns.
? Farmshoring
? Outsourcing or relocating of jobs to rural areas of the U.S.
? The benefit cultural differences, language
differences, and employment law are nonexistent.
Managing Global Teams
Unique Challenges of Outsourcing
Impact on existing employees
? Existing employees may feel that their jobs are at
risk specifically if layoffs have occurred.
? Can create unease in the existing workforce.
Ongoing communication and teamwork issues will
need to be managed.
Cultural differences between team members can lead
to hostile behavior.
More than half the U.S. companies that outsourced in
recent years have brought the outsourced work back
in house within the first five years.
Managing Global Teams
Managing Outsourced Projects
Need to determine what type of management you will
need for your project.
Communication is key to management.
Try to hire managers that can speak the language.
Managing Global Teams
Specific Project Outsourcing
Specific project outsourcing can be split into two
separate categories:
? Product development
? Can require a lot of day-to-day management.
? Might be managing local and outsource
employees
? Outsourced services
? Services outsourced for a specific project that is
not ongoing work are generally self-contained.
? Do not require the level of management needed
for a product development project.
Managing Global Teams
Ongoing Business-Function Outsourcing
Ongoing business-function outsourcing can be split
into two separate categories:
? Product development
? Can require a lot of initial setup time.
? Needs to have strong customer/vendor
relationships.
? Outsourced services
? Need more ongoing management, but work
tends to be straightforward.
? Customer support services will require some
level of reporting back to management.
Managing Global Teams
Building Relationships with Outsource Vendor Managers
It is important to build strong working relationships with
the vendor project manager.
Set up a process for daily or weekly reporting from the
project manager.
Invite outsource managers to team days with your
team members.
Communicate informally every now and then.
Learn what styles and cultural differences the
outsource managers may have.
Managing Global Teams
Importance of the Statement of Work and Outsourcing
Contract
Carefully document the work being contracted by the
outside company.
The statement of work (SOW) defines the work tasks
and deliverables.
The SOW should be very clear, concise, and
unambiguous.
It is important to understand the laws in that country.
Anything in the contract that is out of compliance with
a countrys laws will not be enforceable.
Managing Global Teams
Importance of the Statement of Work and Outsourcing
Contract
Important elements of the SOW are:
?
?
?
?
?
?
?
?
?
?
?
?
Introduction
Objectives
Project Scope
Period of Contract
Specific Tasks
Schedule of Deliverables
Completion Criteria
Fees and Payments
Roles and Responsibilities
Assumptions and Constraints
Staffing
General Provisions
Chapter 6
Time Management
Managing Global Teams
Importance of Time Management
Effective time management is an important factor in
any team.
Many unique factors that make it hard for virtual
empl
