Introduction
Organizational expansions, mergers, acquisitions, outsourcing, right sizing, and spin offs, all lead to the creation of remote and virtual project teams. The end result is that team members, project managers, managers and customers may be located in distant locations with no face-to-face time. A typical remote/virtual team may end up having four bosses: their project manager, their local manager(s), their remote functional manager, and the project sponsor, each in a different location. Team managers have to make sure that the goals for remote and virtual teams are clearly stated and fully communicated to all of the stakeholders. Otherwise, the various team members will be pulled in different directions resulting in confusion, duplication of work, and frustration. If remote and virtual teams are not managed well, the results can be disastrous -- poor work performance, lack of supervision, poor communications, unbalanced work loads, and poor career path planning. The down side of poorly managed remote and virtual teams is that many people quit and leave, others quit and stay. The end result is project failure, high turnover, and dissatisfied customers.

Objectives
The goals of this seminar are to equip the participants with tools, techniques, and management practices required to lead remote and virtual teams.

Upon successful completion of this seminar participants will be able to:

Seminar Audience
Project managers, team members, and selected end-user/customer team members.

PMBOK® Guide Areas Covered:

Remote and Virtual Teams – Overview

Managing Productivity
         Progress Assessment and Reporting
         Productivity Improvement Planning
         Escalation Procedures

Recognition and Rewards