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Project Team Building

Because of the distributed nature of multinational projects, team members must have the ability to self-direct and execute multiple tasks concurrently (Cleland and Garies, 2006, pg. 5-5). Project activities can be complex because of cultural differences, varying levels of technological tools, and communication barriers. To overcome these challenges, team members should possess the following traits (Meredith & Mantel, 2012, pg. 111); 1. High-quality technical skills A strong skill-set is needed to minimize the need for outside assistance. 2. Political and general sensitivity Because of the strong chance of cultural beliefs and rituals, sensitivity is a must during interpersonal communication amongst team members. 3. Strong problem-orientation Problem-oriented people tend to learn and adopt whatever problem-solving technique appears helpful to successfully complete tasks. 4. Strong goal-orientation projects in general are risky endeavors and team members may need to go above and beyond their regular duties in order to meet project objectives. 5. High self-esteem Individuals on the team should have high self-esteem. They should not be afraid to admit their mistakes or, identify team members causing disruption on the team. Building a high-performing team starts with making all team members aware of each other's cultural norms. Some companies host team-building events to allow the team members an opportunity to introduce themselves in a more relaxed atmosphere. While preparing to host a team-building event, it is imperative that the project owners understand the culture of the host nation (such as restrictions on food, alcohol or interactions between genders) and find activities that respect the values of all team members. This may require substantial research on the part of the project manager. Regardless of how good intentions are of the project manager, the chemistry has to be right with the entire team to ensure all members are pulling in the same direction. Project Leadership and Guidance International project managers have to deal with a complicated project environment that includes differences in language, political climates, organizational policies, time zones, and cultures. For teams to work efficiently, the roles and responsibilities of the leader and team members both individually and collectively must always be agreed (Turner, 2009, pg. 403). As the leader of the team, the project manager's role is to establish a team culture that takes into account the dynamic environment of global projects. Working in multicultural environments requires the project leader to understand that persons invested in the project including stakeholders, customers, and team members will not see everything the same way. Drawing on the experiences of peers or upper management personnel who have worked on international projects will help guide a project manager who is new to this area. Lessons learned from past experiences will help to avoid pitfalls that hinder prior projects. The development of good personal relationships between people who have shared experiences is one of the most potent ways a project manager can affect project performance (Turner, 2009, pg. 404). Drivers and Barriers to Team Performance As a project progresses, drivers and barriers that will impact a team's performance will arise. Drivers bring positive influences to the project team. Effective team leadership, acknowledgment International Journal of Global Business, 7 (2), 1-8, December 3 for good job performance, and a well-structured project plan are all examples of drivers. Barriers hinder a project team from performing well and should be minimized as much as possible. The most common barriers to multinational project environments are listed below (Cleland & Garies, 2006, pg. 5-9): Different Points of View Project teams are composed of several individuals with varying viewpoints. This is heightened when team members are from other countries where their cultural beliefs, interests, and standards are vastly different. Role Conflict Team members may have many roles and responsibilities in their "home" department outside of their project duties. Conflict in time management and task priorities could affect the project schedule. Implicit Power Struggles Lack of leadership can lead to a power struggle within a team and may lead to a possibility that lower status individuals' suggestions are ignored, robbing the opportunity of creative ideas from surfacing.