ITAG Ref:  P110907

Cost per person (based on 10 participants)

Gross Cost:  €430

Net Cost after rebate:  €258

Closing Date:  24-Aug

What is the problem with Remote Project Teams? Many organisations are required to operate globally, and many projects staff by teams of skilled people recruited from a range of locations. This situation, whilst helping to ensure that the most appropriate people are assigned to a project team, can bring practical problems for the project manager. This situation can be further complicated if the team members come from a variety of cultural backgrounds, and still further if the relationship between project manager and team members is defined by a commercial contract.

This course focuses on the aspects of project management which are made more difficult when the project team is remote from the project manager. This 2-day course is based on the Project Management Body of Knowledge (PMBOK) Guide to managing projects. (PMI is the author and owner of the PMBOK Guide titled "A Guide to the Project Management Body of Knowledge – 2000 Edition"). This is a global standard of best practise which covers most aspects of managing a project.

On completion of this course delegates will have clear practical strategies for running a project with a remote team, ranging from the techniques of project planning, execution and control through the people skills of dealing with cultural differences to an awareness of some of the commercial contract aspects of project management.

Project Managers who are undertaking projects where some or all of the project team is remote from the manager. Remote in this context may refer to geographical remoteness, organisation distance (e.g. in a supplier or partner organisation) or simply culturally different. This course is designed to focus only on those areas of the typical project lifecycle that can be severely affected by project team dispersion.

Administration, Objectives

An overview of the potential effects of remote project teams.

Some classic explanations and techniques for creating a team out of a group of individuals

A brief reminder of the way in which the PMI defines project lifecycles

Identifying and defining ways in which the project manager can create a project plan that the remote team will buy into.

This session describes a simple approach to improving the process whereby new team members will get up to speed

Making sure that all members of the project team are fully mobilised and engaged in the project

Delegation is a key tool in the process of team management. A practical approach is described.

Approaches to getting facts with which to manage the project.

Identifying and dealing with some classic problems of communicating across cultural boundaries

Strategies for avoiding and dealing with conflict in the project team.

A well-known approach to creating a healthy relationship between the project manager and the team members.

Warnings and guidance on how to run a project through the medium of a contract.