1. CPI Conference 2001 Making Virtual Teams Work Virtual Teams Project Team Chris Parker Parsons Energy & Chemicals Group Virtual Teams Project Team Chris Parker Parsons Energy & Chemicals Group

2. Making Virtual Teams Work Chris Parker Parsons Energy & Chemicals Chris Parker Parsons Energy & Chemicals CPI Conference 2001

3. Making Virtual Teams Work Virtual Teams Project Team Chris Parker Parsons Energy & Chemicals Group Virtual Teams Project Team Chris Parker Parsons Energy & Chemicals Group

5. Research Mandate Discovering and responding to the issues and challenges associated with the implementation and execution of virtual teams in the EPC industry. Discovering and responding to the issues and challenges associated with the implementation and execution of virtual teams in the EPC industry.

6. Research Mandate Discovering and responding to the issues and challenges associated with the implementation and execution of virtual teams in the EPC industry. Discovering and responding to the issues and challenges associated with the implementation and execution of virtual teams in the EPC industry.

7. Basic Research Questions What is VT? Management Issues? Technology Issues? A Successful Environment?

8. Basic Research Questions What is VT? Management Issues? Technology Issues? A Successful Environment?

9. What is Virtual Teaming? A virtual team is a group of people with complementary competencies executing simultaneous, collaborative work processes through electronic media without regard to geographic location. A virtual team is a group of people with complementary competencies executing simultaneous, collaborative work processes through electronic media without regard to geographic location.

10. Management Issues in VT Expectations And Outcome Rapid Conflict Resolution Continuous Training Sense of “Team” Trust

11. Cultural and Social Issues Communication, collaboration are impacted by: -how individual preferences influence work and collaboration -how these differences impact team dynamics and productivity -how these differences affect trusting relationships People do not recognize the impact of removing social interaction from the team environment. Communication, collaboration are impacted by: -how individual preferences influence work and collaboration -how these differences impact team dynamics and productivity -how these differences affect trusting relationships People do not recognize the impact of removing social interaction from the team environment.

12. Technology Issues in VT Appropriate Technologies Security Concerns Compatibility & Standards

13. Immediate Impact and Opportunity Efficiency of project execution Removal of boundaries Integration and optimization of competencies New partnerships Efficiency of project execution Removal of boundaries Integration and optimization of competencies New partnerships

14. Appendix – Survey Data 31 CII companies participated. -20 owners, 11 contractors 31 CII companies participated. -20 owners, 11 contractors

15. Appendix – Survey Data Findings Only five companies use virtual teams as integral to all projects – eight not using at all. Pre-design and design are primary uses of virtual teams. Security as primary concern for not using virtual teams – 65% of survey. Virtual teams will increase significantly or be standard practice in five years – 93% of survey. Findings Only five companies use virtual teams as integral to all projects – eight not using at all. Pre-design and design are primary uses of virtual teams. Security as primary concern for not using virtual teams – 65% of survey. Virtual teams will increase significantly or be standard practice in five years – 93% of survey.

16. Appendix – Survey Data Findings (continued) More difficult to engage people in achieving objectives – 73% of survey. More management visits to remote team. More time spent on e-communications. Majority has not studied impact of virtual teams on management issues, but realize this is central concern for success of virtual teams. Findings (continued) More difficult to engage people in achieving objectives – 73% of survey. More management visits to remote team. More time spent on e-communications. Majority has not studied impact of virtual teams on management issues, but realize this is central concern for success of virtual teams.

17. Case Study International Space Station (ISS) Program Objectives -Assess virtual teaming issues. -Evaluate critical factors for success. -Identify analogies to other industries. International Space Station (ISS) Program Objectives -Assess virtual teaming issues. -Evaluate critical factors for success. -Identify analogies to other industries.

18. Case Study (continued) Background ISS is largest and most complex scientific project in NASA history. -Sixteen nations involved. -Success based on international cooperation. Background ISS is largest and most complex scientific project in NASA history. -Sixteen nations involved. -Success based on international cooperation.

19. Case Study Key Findings Cultural issues, not technology issues, dominate. Relationships are critical. Control of information was identified as a key success factor. There is no substitute for face-to-face meetings. Key Findings Cultural issues, not technology issues, dominate. Relationships are critical. Control of information was identified as a key success factor. There is no substitute for face-to-face meetings.

20. Case Study Collaborative engineering for F-18 Tactical Fighter Objective -Assess elements of virtual teaming. -Determine factors for success. -Evaluate level of technology and significance of soft issues. Collaborative engineering for F-18 Tactical Fighter Objective -Assess elements of virtual teaming. -Determine factors for success. -Evaluate level of technology and significance of soft issues.

21. Case Study (continued) Background -Collaborative engineering has been a tool for many years. -Recent focus on virtual teams working in dispersed locations. Background -Collaborative engineering has been a tool for many years. -Recent focus on virtual teams working in dispersed locations.

22. Case Study Key Findings Modification of work processes, organizational structures to facilitate collaboration. Heavy utilization of immersive models and data sharing. Early identification of people/team issues is critical. De-emphasize idea of tasks; amplify importance of “big picture.” Enable teams to make business-driven decisions. Virtual teams essential to competitiveness. Key Findings Modification of work processes, organizational structures to facilitate collaboration. Heavy utilization of immersive models and data sharing. Early identification of people/team issues is critical. De-emphasize idea of tasks; amplify importance of “big picture.” Enable teams to make business-driven decisions. Virtual teams essential to competitiveness.

23. Primary Research Findings Initial face-to-face is a must. Clear team objectives Initial face-to-face is a must. Clear team objectives Technology Does not ensure success, but it can lead to VT failure. Planning and standards Does not ensure success, but it can lead to VT failure. Planning and standards Team Technology is not the issue!

24. Primary Research Findings All members in all applications Cultural training for international VT All members in all applications Cultural training for international VT Management Competencies, not geographies or organizations Information overload Measures to gauge success. Was it worth the effort? Competencies, not geographies or organizations Information overload Measures to gauge success. Was it worth the effort? Training

25. Team Deliverables Making Virtual Teams Work -Source Book – Research Guide -Summary Report Presentation -Simulated virtual team collaboration. -Collaboration is the presentation. Making Virtual Teams Work -Source Book – Research Guide -Summary Report Presentation -Simulated virtual team collaboration. -Collaboration is the presentation.

26. Virtual Teams Project Team Members Stephen BarakisBP Paul ChinowskyGeorgia Tech Pat FinefieldWashington Group Paula HansenTexaco Bill JohnstonDay & Zimmermann Frank PalazzoloLTV Steel Chris ParkerParsons Bob PinsonBE&K Stephen ReuwerFPL Energy Eddy RojasState University of New York at Buffalo Joseph SprysGeneral Motors Allen TharpeJacobs Stephen BarakisBP Paul ChinowskyGeorgia Tech Pat FinefieldWashington Group Paula HansenTexaco Bill JohnstonDay & Zimmermann Frank PalazzoloLTV Steel Chris ParkerParsons Bob PinsonBE&K Stephen ReuwerFPL Energy Eddy RojasState University of New York at Buffalo Joseph SprysGeneral Motors Allen TharpeJacobs

27. Summary on Virtual Teams Change is essential. Successful change requires vision. Reevaluate work processes. Rethink organizational structures. Discover new business methods. Change is essential. Successful change requires vision. Reevaluate work processes. Rethink organizational structures. Discover new business methods.

28. Construction Project Improvement Conference Construction Industry Institute Austin, Texas 2001: A Construction Odyssey Trends and Perspectives