Virtual Team Policy for Siemens AG

 

 

 

 

Virtual Team Policy for Siemens AG

MET AD646 Group 06, Team C:

Cassandra Ramirez

Marnie Spadaro-Wilkins
Khang Ta
Hiu Fung Tse

Program Management and Planning AD 646

Professor Dorothy Tiffany

April 5, 2009

Assignment 4.3

 

 

 

 

 

 

Project Management Policy

In general, please write your section from the perspective of a Siemens employee and not a member of our team. Please limit your writing to one page since the overall assignment length is only 3 pages. In addition, please provide external references to augment the policy statements. You should include all appropriate tables and checklists in the appendices. Please consult with your back-up if you have any questions. Remember that we need to answer the questions posed in the syllabus in your writing:

  •  What are the unique challenges of managing a virtual project team?
  • How will you build the virtual team to maximize business opportunities and minimize risk?
    • What tools does a project manager need to avoid some of the pitfalls of virtual teams?
    • How will you distinguish the business culture from the country culture in developing your policy?

 

Conflict Management and Resolution Policy

Please refer to the sample conflict management policy from the syllabus for ideas and format also.

 

Policy for Applications of Project Management Tools and Techniques

Problem of Siemens

From the case studies, we can identify some problems that can be solved by virtual PM techniques: [1005]

 

–          Lack of direction on how much guidance from Siemens on how things should be done.

–          Indian Folks focus on doing the real work instead of documentation

–          Hard for Siemens center to track and communicate to Indian center quality, hence the quality of the product is below Siemens Standard.

–          The time zone difference makes them hard to communicate and collaborate.

–          Span of management too Large, Re-organize development center into smaller technical units with fewer people reporting to next level

–          Lack of coordination (Intra Bangalore and others) in interdependent projects

 

Policies: PM tools

 

  1. For synchronous communication between Indian andGermany, Siemens should use Webex and telephone to carry out synchronous communication. Webex [1] can allow participants to look at the host desktops, so that presenters can have a very high flexibility to present their work or solve problems together through sharing their desktop. They need also Audio conferencing on telephone because you can talk to the person you are working with. You can also record your sharing session for future reference.
  2. Instant Policy Text messaging: You can use instant messenger technology, such as msn messengers[2], Skype [3], yahoo messenger[4], AOL[5].  Of course Siemens can utilize some corporate instant messenger. The basic mode is text messaging, also you can have instant audio and video conferencing solution with the tools.
  3. Siemens employees need  asynchronous, common area to post work, progress, idea. Siemens employees have their platform to collaborate, exchange ideas, mega-communicate[12], while Project managers can track/monitoring employee’s work more easily even they stay far away from each other. They use document repository software (such as Documentum[6]), and knowledge database and (Domino Servers [7] Lotus software Database [8]).
  4. And Siemen will carry out system integration project for Staff Timing, expense project management for project management control and monitoring with Lotus software, DB2[9], and Websphere[10] to achieve certain technology like what STEPS project did (Staffing Time and Expense Project management System) [11]


Policy on Cultural Interactions

 

 

 

 

 

References

Duarte, D. and Snyder, N. (2006). Mastering virtual teams. (3rd ed.).San Francisco: Jossey-Bass.

 

Gray, Clifford & Larson, Erik. (2008). Project management: The managerial process. (4th ed.).New York: McGraw-Hill/Irwin.

[1005] Thomke, S. (2002). Siemens AG: Global Development Strategy.HarvardBusinessSchoolPublishing

[1] Cisco Webex,(2009),WebEx: Web Conferencing, Web Meeting, Video conference, http://www.webex.com

[2] MSN messenger, (2009), MSN Messenger, webmessenger.msn.com

[3] Skype, (2009), Skype Official website – download Skype free now, http://www.skype.com

[4] yahoo messenger, (2009), Chat, Instant message, SMS, PC calls, ca.messenger.yahoo.com

[5] AOL Instant Messenger, (2009), official site of AOL instant messenger, http://www.aim.com

[6] Documentum, (2009), EMC Documentum – Enterprise Content Management http://www.documentum.com

[7] Domino Servers, (2009), IBM Domino Servers, www-01.ibm.com/software/lotus/notesanddomino

[8] Lotus Notes, (2009), IBM Lotus Notes, www-01.ibm.com/software/lotus/notesanddomino/

[9] DB2, (2009), DB2 Product Family, www-01.ibm.com/software/data/db2/

[10] Webshpere, (2009), Websphere software, www-01.ibm.com/software/websphere/

 

 

 

 

Appendices

Tables

 

Table 1: Project Management Policy and Team Structure   

Table 1 Sample: Team-Type Attributes

 

Team Type

Attributes

Networked Teams

A Networked virtual team consists of individuals who collaborate to achieve a common goal or purpose.

Parallel Teams

Parallel virtual teams carry out special assignments, tasks, or functions that the regular organization does not want to or is not equipped to perform

Project or Product Development Team

Team members of this team conduct projects for users or customers for a defined but extended period of time.

Work, functional or Production Team

This team performs regular and ongoing work.

Service Teams

This team is a support or an “on-call” team for technical difficulties

Management Team

This team involves upper management of the organization.

Action Teams

This team is designated to offer immediate response, often to emergency situation.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Virtual Team Policy for Siemens AG

MET AD646 Group 06, Team C:

Cassandra Ramirez

Marnie Spadaro-Wilkins
Khang Ta
Hiu Fung Tse

Program Management and Planning AD 646

Professor Dorothy Tiffany

April 5, 2009

Assignment 4.3

 

 

 

 

 

 

Project Management Policy

In general, please write your section from the perspective of a Siemens employee and not a member of our team. Please limit your writing to one page since the overall assignment length is only 3 pages. In addition, please provide external references to augment the policy statements. You should include all appropriate tables and checklists in the appendices. Please consult with your back-up if you have any questions. Remember that we need to answer the questions posed in the syllabus in your writing:

  •  What are the unique challenges of managing a virtual project team?
  • How will you build the virtual team to maximize business opportunities and minimize risk?
    • What tools does a project manager need to avoid some of the pitfalls of virtual teams?
    • How will you distinguish the business culture from the country culture in developing your policy?

 

Conflict Management and Resolution Policy

Please refer to the sample conflict management policy from the syllabus for ideas and format also.

 

Policy for Applications of Project Management Tools and Techniques

Problem of Siemens

From the case studies, we can identify some problems that can be solved by virtual PM techniques: [1005]

 

–          Lack of direction on how much guidance from Siemens on how things should be done.

–          Indian Folks focus on doing the real work instead of documentation

–          Hard for Siemens center to track and communicate to Indian center quality, hence the quality of the product is below Siemens Standard.

–          The time zone difference makes them hard to communicate and collaborate.

–          Span of management too Large, Re-organize development center into smaller technical units with fewer people reporting to next level

–          Lack of coordination (Intra Bangalore and others) in interdependent projects

 

Policies: PM tools

 

  1. For synchronous communication between Indian andGermany, Siemens should use Webex and telephone to carry out synchronous communication. Webex [1] can allow participants to look at the host desktops, so that presenters can have a very high flexibility to present their work or solve problems together through sharing their desktop. They need also Audio conferencing on telephone because you can talk to the person you are working with. You can also record your sharing session for future reference.
  2. Instant Policy Text messaging: You can use instant messenger technology, such as msn messengers[2], Skype [3], yahoo messenger[4], AOL[5].  Of course Siemens can utilize some corporate instant messenger. The basic mode is text messaging, also you can have instant audio and video conferencing solution with the tools.
  3. Siemens employees need  asynchronous, common area to post work, progress, idea. Siemens employees have their platform to collaborate, exchange ideas, mega-communicate[12], while Project managers can track/monitoring employee’s work more easily even they stay far away from each other. They use document repository software (such as Documentum[6]), and knowledge database and (Domino Servers [7] Lotus software Database [8]).
  4. And Siemen will carry out system integration project for Staff Timing, expense project management for project management control and monitoring with Lotus software, DB2[9], and Websphere[10] to achieve certain technology like what STEPS project did (Staffing Time and Expense Project management System) [11]


Policy on Cultural Interactions

 

 

 

 

 

References

Duarte, D. and Snyder, N. (2006). Mastering virtual teams. (3rd ed.).San Francisco: Jossey-Bass.

 

Gray, Clifford & Larson, Erik. (2008). Project management: The managerial process. (4th ed.).New York: McGraw-Hill/Irwin.

[1005] Thomke, S. (2002). Siemens AG: Global Development Strategy.HarvardBusinessSchoolPublishing

[1] Cisco Webex,(2009),WebEx: Web Conferencing, Web Meeting, Video conference, http://www.webex.com

[2] MSN messenger, (2009), MSN Messenger, webmessenger.msn.com

[3] Skype, (2009), Skype Official website – download Skype free now, http://www.skype.com

[4] yahoo messenger, (2009), Chat, Instant message, SMS, PC calls, ca.messenger.yahoo.com

[5] AOL Instant Messenger, (2009), official site of AOL instant messenger, http://www.aim.com

[6] Documentum, (2009), EMC Documentum – Enterprise Content Management http://www.documentum.com

[7] Domino Servers, (2009), IBM Domino Servers, www-01.ibm.com/software/lotus/notesanddomino

[8] Lotus Notes, (2009), IBM Lotus Notes, www-01.ibm.com/software/lotus/notesanddomino/

[9] DB2, (2009), DB2 Product Family, www-01.ibm.com/software/data/db2/

[10] Webshpere, (2009), Websphere software, www-01.ibm.com/software/websphere/

 

 

 

 

Appendices

Tables

 

Table 1: Project Management Policy and Team Structure   

Table 1 Sample: Team-Type Attributes

 

Team Type

Attributes

Networked Teams

A Networked virtual team consists of individuals who collaborate to achieve a common goal or purpose.

Parallel Teams

Parallel virtual teams carry out special assignments, tasks, or functions that the regular organization does not want to or is not equipped to perform

Project or Product Development Team

Team members of this team conduct projects for users or customers for a defined but extended period of time.

Work, functional or Production Team

This team performs regular and ongoing work.

Service Teams

This team is a support or an “on-call” team for technical difficulties

Management Team

This team involves upper management of the organization.

Action Teams

This team is designated to offer immediate response, often to emergency situation.

 

 

Eric Tse, Richmond Hill, Toronto
Tse and Tse Consulting -Security, Identity Access Management, Solution Architect, Consulting
http://tsetseconsulting.webs.com/index.html
https://tsetseconsulting.wordpress.com/
http://erictse2.blogspot.com/

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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