Project Management

Managing and Directing Virtual, Geographically Distributed Project Teams

Move distributed project teams from general awareness to a repeatable, reviewable practice.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Managing and Directing Virtual, Geographically Distributed Project Teams
5days

About the programme

Course Overview

Stakeholders withdraw support for distributed project teams quietly before they withdraw it formally. A schedule for the wider project and portfolio delivery agenda without a critical path is a wish list with dates. They gain the ability to sequence improvements to this area of project and portfolio delivery in an order their organisation can absorb. The course sets out a working method for distributed project teams that participants can apply the week they return. Cases are chosen to expose the trade-offs in the project and portfolio delivery capability rather than to illustrate ideal conditions. Moving the practice within project and portfolio delivery from written policy into daily practice is not achieved by a single decision. It is designed for mixed groups, so that distributed project teams is examined from more than one functional angle. Applied research in project and portfolio delivery consistently shows that early structure around the wider project and portfolio delivery agenda reduces downstream rework. It closes by agreeing the smallest change to the project and portfolio delivery discipline that would make a visible difference.

Expected Learning Outcomes

  • Plan handover and benefit realisation for distributed project teams.

  • Diagnose whether a problem in distributed project teams is one of design, resourcing or discipline.

  • Define the scope of distributed project teams precisely, including what is explicitly excluded.

  • Close distributed project teams properly and capture lessons while they are still accurate.

  • Adapt recognised practice on distributed project teams to local constraints without hollowing it out.

  • Build a schedule for distributed project teams with a genuine critical path and realistic durations.

  • Reduce avoidable variation in how distributed project teams is carried out across teams.

Who Should Attend

  • Managers with direct responsibility for distributed project teams within the project.

  • Business partners who must understand distributed project teams well enough to challenge it.

  • Project sponsors accountable for the outcome of distributed project teams.

  • Project management office staff assuring distributed project teams.

  • Technical leads delivering work packages within distributed project teams.

  • Risk managers supporting distributed project teams.

Course Modules

Open any module to see its sessions and topics.

01

Distributed project teams: stakeholders, communication and support

2 sessions · 8 points

Session 1Getting other functions to support distributed project teams

  • Prepare the recovery plan for distributed project teams before it is needed.
  • Record the rationale for each significant choice made about distributed project teams.
  • Arrange the handover of distributed project teams so capability survives staff changes.
  • Agree the escalation threshold for distributed project teams in advance.

Session 2The paperwork for distributed project teams that is actually needed

  • Rehearse the briefing on distributed project teams that would follow an incident.
  • Define how the benefit from distributed project teams will be measured after closure.
  • Reduce the variation in how distributed project teams is carried out between teams.
  • Rank the weaknesses in distributed project teams by consequence rather than by ease of fixing.
02

Distributed project teams: scope definition and exclusions

2 sessions · 8 points

Session 1Recovering distributed project teams when it is behind

  • Review whether distributed project teams is aligned with the objectives of the project.
  • Set out the decisions in distributed project teams that require sign-off and by whom.
  • Build reporting on distributed project teams that surfaces problems while they are small.
  • Test the procedure for distributed project teams against a realistic scenario.

Session 2Closing distributed project teams and capturing what was learned

  • Define acceptance criteria for each deliverable of distributed project teams.
  • Manage supplier performance on distributed project teams against contract, not goodwill.
  • Distinguish symptoms from causes when distributed project teams underperforms.
  • Register the risks to distributed project teams with owner, probability and impact.
03

Distributed project teams: governance, gates and decision rights

2 sessions · 8 points

Session 1Decision gates on distributed project teams that can actually stop it

  • Archive the decision record for distributed project teams so successors understand it.
  • Anticipate the objections distributed project teams will raise and prepare the answers.
  • Review at each gate whether distributed project teams should continue at all.
  • Establish what evidence demonstrates distributed project teams is under control.

Session 2The cost of distributed project teams and how to present it

  • Prepare the response for the most likely failure in distributed project teams.
  • Establish who is informed, consulted and accountable in distributed project teams.
  • Define the decision gates for distributed project teams and what evidence each requires.
  • Hold a lessons session on distributed project teams while memory is accurate.
04

Distributed project teams: risk identification, quantification and ownership

2 sessions · 8 points

Session 1Estimating distributed project teams without anchoring on the answer wanted

  • Name a single owner for each element of distributed project teams.
  • Agree the smallest change to distributed project teams that would be visibly useful.
  • Define acceptance criteria for distributed project teams in advance.
  • Compare resource demand from distributed project teams against other commitments.

Session 2The risks to distributed project teams nobody wants to raise

  • Map stakeholders of distributed project teams by influence and current level of support.
  • Set the change control process for distributed project teams and require cost and time impact.
  • Measure progress on distributed project teams by value earned, not tasks ticked.
  • Identify the critical path through distributed project teams and the float elsewhere.

Choose the package that suits you

Silver Package

At least 3 people

USD1,250
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Gold Package

At least 3 people

USD1,850
  • 5-night stay in a 5-star hotel
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Complete your registration

We will contact you within one business day to confirm.

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