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This qualitative study examines whether virtual projects present challenges that are different from conventional projects and how they might be more useful than face-to-face teams in delivering value in certain contexts. It takes a post-implementation and lessons learned approach to elicit the experiences of two distributed information technology projects within a global banking corporation. Findings indicate that time zone and cultural differences in particular, affected communication and team relations. Other barriers included more ‘conventional’ issues such as management agenda and leadership style, requirements creep, asymmetry in processes and unclear roles and responsibilities. Their presence exacerbated the relational difficulties between team members. However, success in terms of time, budget and value delivery was evident in both of the virtual projects – attributable primarily to the determination and outcome orientation of team members. The study concludes that virtual teams are useful for projects requiring cross-functional or cross-boundary skilled inputs and the key to their value creation is to have a defined strategy to overcome problems associated with at-distance cooperation. |
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