| In today's dispersed work environments managing a | | | | 8. Provide team feedback in a positive manner; tell |
| project successfully take not only the right project | | | | them what was right, show them the shortcomings |
| management software it take the right team of | | | | and how it can be done better. Ask for personal |
| workers managing the right resources. Let’s | | | | feedback on a positive manner. |
| face the facts: managing the team is the most | | | | 9. Show your support for the team. When the going |
| difficult function. To get and stay on the same page | | | | gets tough give them confidence and let them know |
| the team needs proper motivation. Managing and | | | | you are there if they get stuck. |
| motivating is a complex skill on its own and it even | | | | 10. Have regular web conferences, listen to your |
| more difficult when everyone works in dispersed | | | | team member’s talk and watch your team's |
| locations. | | | | body language. Let your team think "out side of the |
| Here are some tips | | | | box" and encourage their participation for the good |
| 1. Analyze your own motivation for project | | | | of the project. |
| management. List the positives in all situations. For | | | | 11. Put the right resources together for the project. |
| more details go to: as a motivated project manager | | | | Not every team member can do every task. For can |
| your team will have confidence in you and will follow | | | | visit to: as project manager you pick the right person |
| willingly. | | | | for task, provide the right tools and resource to |
| 2. Make your team stakeholders. Describe to all how | | | | meet his task goal. |
| their individual tasks fit into the project. Explain why, | | | | 12. Ask yourself, "Which people work better with |
| any odd circumstances and restrictions surrounding | | | | which people?" Grouping these resources into |
| the project. | | | | e-Teams for your project will lead to hire productivity |
| 3, Invite good suggestions from team members and | | | | and project satisfaction. |
| when possible act quickly to show recognition. Act to | | | | 13. Channel issue reporting, use your project |
| fast implement the suggestion. | | | | management software to notify virtual team |
| 4. People usually work better virtually when the boss | | | | members of problems. Miscommunications can lead to |
| is not breathing down their neck. So use project | | | | big problems. Resolve "situations" before they can |
| management software to manage task deadlines but | | | | damage the team (and personal) morale. |
| do it in a way that makes it a goal that the team can | | | | 14. Give reasonable time lines for the task and then |
| take pride in achieving. | | | | let the task responsible person execute. Insist that |
| 5. Divide projects into clear milestones; good project | | | | they use the project management software to enter |
| managers motivate by defining attainable milestones | | | | their hours, notify the project manager of status |
| within the project. Celebrate milestones completed on | | | | changes. A good online project management |
| time. | | | | software interface will help each team member keep |
| 6. Use words like WE instead of I. Don't brag about | | | | current. |
| success | | | | 15. Reward appropriately when working with |
| 7. When problems arise take it to your team; when | | | | dispersed project team members. Not everyone |
| they understand the circumstances it is easier to | | | | needs the same benefits and kudos from a project. |
| motivate them to conquer the problem. Do not | | | | But remember to tell them that they did good work |
| blame anyone in a team environment; it creates an | | | | if you want to work with them again. |
| environment of distrust. | | | | |