The case study under scrutiny is a case of global virtual teams and how they aid in project success and value creation. The core intention of the case study is to establish whether virtual projects pose any different challenges from those that are faced by the projects completed when people are in direct contact. The case study also tries to devise new means of solving problems virtually even better than face-to-face when in different conditions.
The case observed that the virtual team-working industry was growing and was accelerated due to collaboration between different members and nations, both internally and externally. The virtual team-working trend has influenced the operations and impacted on how humans manage their problems. The case study answers the question that is often asked by many people who fear going virtual. The question asked is how someone can manage people that he or she cannot see. It is imperative to understand that virtual teams rely on technology to communicate which is a critical aspect in pushing modern businesses to greater heights.
The case study also explains several competences that the virtual-team members should have in order to perform. Team members require having the burning desire to improve their personal knowledge. They also require having a team working approach that will be notable in their level to make decisions as well as problem solving. Virtual teams can be effective in accomplishing any project given provided their communication is guaranteed. There are however obstacles in virtual teaming which include culture differences, nature of the projects the teams are involved, as well as possible misunderstandings. Nevertheless, virtual teams pull off.
The conclusions made from the case study indicated that traditional teams are different from virtual teams. Supervisors and managers must, therefore, put into consideration all relational soft issues that lead to the success of virtual teams and major on them to achieve success.
Reference
Liz Lee-Kelly, T. S. (2007). Global Virtue Teams for Value Creation and Project Success: A Case Study. International Journal of Project Management, 51-63.
