Why virtual project management fails - Part 0 - Introduction

I have worked on the art and science of web-based virtual project management since the mid-90's and had the pleasure of being involved with the first virtual program management intranet at AT&T.  One of the most common complaints is how difficult it is to bring together virtual teams of partners, team members, and customers.  What is even more strange is how few of the times people understand why their virtual projects failed to meet the scope, budget, or timelines they set out to achieve.

In this series I will explorer the most common reasons for virtual project failure and help you understand what can be done to mitigate the risks to your own virtual project teams.

Here are some of the topics I have planned for this series:

• 5 Things you should never do in a meeting with a virtual team
• Top 3 reasons why your web projects are doomed
• Why you should never buy a project management tool
• The technology is the easy part, what 2 things are the hard part
• Sticks and stones can hurt my bones but so can names in a PMO
• What 5 things you should stop doing weekly and what 5 things you must start
• Do you know what your customer really wants?  Here is the top 6 ways to know
• Portfolio management - It's not just for the "big guys" anymore
• Resource management:  Should your PMO focus on top-down (supply and demand) or bottom-up (project staffing)?
• Program management office:  5 ways to tell what type of virtual PMO should you adopt

I am not going to be the only one "talking" here!  My expertise comes from many years of experimentation, hard work, and most importantly listening to people tell me what works and what doesn't.  So please use the comments button and let me know what you think!

One thing we should probably all agree upon is the definition of a virtual team and why it is important to differentiate between virtual and traditional teams.

Also - even if you are not part of an organization with virtual teams many of you belong to a virtual organization of volunteers who must work together with others from around the world to deliver excellence in project management.

Do you have a request?  Sound off in the comments and we can take this in a direction most interesting to our readers.

Virtually yours,

Nick Matteucci, MBA

Author:  Nick Matteucci is a co-founder of VCSonline.com a project management software company headquartered in St. Louis Missouri.  Mr. Matteucci is also an active board member and the Chief Technology Officer for the PMI ISSIG

When not obsessing over virtual project management best practices Mr. Matteucci enjoys spending time with his wife and three small children.  He also enjoys travel, running, and all things automotive.

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