Project management methods and tools are increasingly relevant as today's globalizing organizations accomplish more of their goals using project teams. The increased diversity of skills, knowledge, cultures, and perspectives and even geographical aspect of these project teams can potentially have both positive and negative influences on group processes and outcomes. The question then, to what extent can and do project management methods and tools benefit diverse teams while mitigating its challenges? In order to begin to answer this question, this paper presents an appropriate background of research, methodology, and contributions. The initial methodology involves IT project teams working on a common design project whose members may be using electronic tools to communicate, collaborate, and coordinate. The results should provide useful information to practitioners and researchers regarding project management and virtual teams.
Project Teams 3A project team is a team whose members belong to different groups, functionalities, or skillsets that are brought together and assigned to an organiztional goal or negotiation.
A team can be divided into sub-teams according to need. Usually project teams are only used for a defined period of time for a specific project that is required by a company. The project team often works under the direction of the project manager and consists of a variety of members. These usually provide a variety of specialist services to the project manager. These may include engineers, planners or assurance staff.
The ability to succeed is established within the minds of the team members, leaders as well as the clients in the early stages of the effort. An essential component of this perception is both the management ability, the technical skills, and the sense of direction possessed by the project leadership. Both the business clients and the team can detect fairly quickly if the project leaders have "what it takes"...