News & Information: Newsletter

Remote Project Management: 101
April 2005

FACT: Technology has allowed both permanent and temporary staff to work off-site. And so it is that managers are facing more unique challenges overseeing projects today. Our fearless leader, Denise Gore, recently addressed this topic at the Project Management Institute Nashville chapter. She offered some great tips for managers of off-site staff, before, during and after a project:

BEFORE
Clearly identify the goal of the project and the required results. Success will depend on commitment to these goals. Based on project analysis, what skills are required of your team? What equipment & resources will be needed? Where are the locations of all resources? How will the flow of the work happen? Begin with a training meeting and instructional agenda. Put it in writing! Include any procedures/instructions, schedule/deadlines as well as contact information for everyone involved. Agree upon a communication schedule as well as preferred methods & times of communication. Detail the work schedule and set timelines including any progress updates or reporting. Each team member must understand their unique role. If materials are involved, establish a logistics/ tracking process. Address what happens if someone becomes unavailable or if there is a delay with a vendor. Issues do arise—you need to plan to address them quickly.

DURING
Keep entire team posted on progress and alerted to any schedule changes. Communication, for some reason, is one of the biggest downfalls for today’s business community. Set a standard and abide by it. Answer ALL calls & emails everyday -- even if you are still working on a solution, respond that way. You will be amazed the effect it will have. No one likes a micro-manager, so allow autonomy for your team to do what they do best. Recognize and appreciate commitment and performance. The trick is to manage the relationship and reward great performance more than scrutinize the day-to-day work.

AFTER
A sure way to sharpen your remote management skills, is to hold a debriefing meeting after project completion (or after crunch time). Everyone needs to discuss what worked, what didn’t and how to improve next time. Create an evaluation that the team can participate in to give objective, anonymous feedback. Last FACT: Project goals will be exceeded when a manager respects and appreciates everyone on the team and expects their best performance.

[President, Denise Gore, is the expert on remote management with great insight for those who find themselves managing dispersed resources. Her experience in a nutshell: she has overseen the workforce of OffSite Works for over 10 years, was a telecommuting consultant, went to graduate school online before the internet (think DOS days), has worked virtually, and spent 20 years as a manager and trainer in a national direct sales company composed of incentivized, home-based workers. In that order, backwards.]

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