tom vlasic: virtual teams and technology
DESCRIPTION
Tom Vlasic Tom helps business incorporate and successfully utilize information technology so they will realize their full potential. As a keen observer, quick study and adaptive professional, Tom works with a wide range of organizations. His work helps them understand the value of a comprehensive IT strategy and as a result, organizations can unleash their full potential with an approach that will ensure both business and shareholder success. His experience in executive-level roles makes Tom more understanding, productive and focused on facilitating successful outcomes with clients. As an active member on not-for-profit boards, Tom also has a record of enhancing both board and organization performance. Most recently Tom led an award winning Project Management firm that specialized in delivering complex technology projects in the Healthcare sector. Tom has a Master of Applied Science degree in Electrical Engineering from the University of Waterloo and is a licenced Professional EngineerTRANSCRIPT
Project Management – A Global Perspective
HOW DO YOUR VIRTUAL TEAMS STACK UP?
June 5, 2011 ©2011 2
INTRODUCTIONS
Around the Room
June 5, 2011 ©2011 3
Tom Vlasic BASc, MASc, PEng.
Areas of Speciality
• CIO Mentor
• IT Leadership
• Mergers and Acquisition
• Project Management
• Research & Development
• Technology Strategy
Industry Experience
• Automotive
• Healthcare
• High Technology
• Manufacturing
• Municipal
• Non-Profit
• Utilities
June 5, 2011 ©2011 4
What we’ll share
• Challenges in today’s workplaces.
• How we prepare virtual project teams to use
collaboration tools and strategies.
• How we match collaboration tools to team
needs.
• Collaboration tool options.
June 5, 2011 5©2011
How prepared are you
for these game
changers?
June 5, 2011 6©2011
Welcome to the 21st century workplace
• Global competition
• Virtual teams and leaders
• Social media
• Four generations in the workforce
June 5, 2011 7©2011
Welcome to the 21st century workplace
• People learn only 30% of their jobs through formal channels.
• Organizational knowledge rarely travels along traditional org-chart lines.
• Collaboration and productivity depend on more than good technology.
• Few organizations take full advantage of social media.
• Business environments increasingly span both geography and generations.
June 5, 2011 8©2011
ARE YOU PUZZLED BY QUESTIONS LIKE
THESE?
June 5, 2011 ©2011 9
June 5, 2011 ©2011 10
How do we attract
and retain new talent
while capturing the
tribal wisdom of their
predecessors?
Are you asking?
June 5, 2011 ©2011 11
How do our project
teams connect
across generations,
cultures and
geography to be
innovative,
productive and
engaged?
Are you asking?
June 5, 2011 ©2011 12
How can we help
our project
managers get
better at leading
virtual teams?
Are you asking?
June 5, 2011 ©2011 13
How do we help our
virtual project teams
work collaboratively
and make the most of
our investment in
technology?
Are you asking?
June 5, 2011 ©2011 14
A practical program
grounded in research
about virtual teams,
learning and
leadership.
Across generations.
Across geography.
One answer
Virtual Team
Success
Alignment & Opportunity Assessment
Leader & Team Training Camps
Collaboration & Social Learning Tools
June 5, 2011 15©2011
Alignment & Opportunity Assessment
Virtual Work World:
– What are the business goals?
– What technology, tools and learning assets are in place?
– How well are they being used?
– What are the barriers to using them?
– What virtual teams are in place and how well do they work together?
– How skilled are managers at leading virtual teams?
June 5, 2011 16©2011
Alignment & Opportunity Report
June 5, 2011 ©2011 17
Right teams. Right things. Right tools.
Business Objectives
Teams Tools
Skills
Learning
[v]leaders
Identify the vital behaviours that leaders need to feel comfortable and confident in the virtual world. Challenges faced by all managers can quickly escalate when they hire and lead people they never meet in person.
June 5, 2011 18©2011
[v]leader Training Camp
June 5, 2011 19©2011
Leaders
Skills Survey
Interactive eLearning
One-On-One
Coaching
Leadership Projects
Make it Work
[v]teams
Virtual project teams
need unique skills,
processes and tools. Add
the impact of different
generations, cultures,
workspaces, time zones
and expectations about
healthy workplaces.
June 5, 2011 20©2011
[v]team Training Camp
June 5, 2011 21©2011
Teams
Skills Survey
Interactive eLearning
Coaching
Just-in-Time
Learning
Make it Work
[v]businessOrganizations can successfully capture tribal wisdom with connections driven by technology.
If 70% of what people need to do their jobs happens through informal networks, doesn’t it make sense to leverage the power of social network technology?
Organizations must use collaboration technology to their advantage.
June 5, 2011 22©2011
[v]business Collaboration Tools
June 5, 2011 23©2011
Tools
Assess
Define
Analyze
Design
Deploy
Sustain
IDEAS FOR COLLABORATION
June 5, 2011 ©2011 24
June 5, 2011 ©2011 25
June 5, 2011 ©2011 26
Some Other Options
• Virtual Meeting
• Virtual Office
• Virtual Event
• Virtual World
June 5, 2011 27©2010
Benefits
• Cost Savings
– reduces travel time and expense of staging or
attending a physical meeting or event.
• Higher Productivity
– more time in the office and less time traveling
• Expanded Audience Reach and Engagement
– interact before & after the actual meeting or event
June 5, 2011 28©2010
Benefits
• Incremental Revenue Generation
– reach more participants at a lower cost than face to face events
• Better Data Capture, Tracking & Intelligence
– performance and behavioural data can be collected
• Greener and More Sustainable
– reduces your organization’s carbon footprint
June 5, 2011 29©2010
One Definition of Virtual Platforms
June 5, 2011 30©2010
Category Virtual Meeting Virtual Office Virtual Event Virtual World
Cost $1,000+ $2,000+ $20,000+ $50,000+
Dimensions 1D 2D 2D 3D
Common
Vendor
Webex Basecamp InXpo SecondLife
Engagement Good Better Best Excellent
Collaboration Good Better Best Excellent
Benefits Good Better Best Excellent
A Virtual Meeting
• A videoconferencing session via the Cloud. To
interact with other participants, attendees use
a Web application
• Offers advantages such as file transfer,
application sharing and white boards.
• Use teleconference bridge or VoIP.
June 5, 2011 31©2010
A Virtual Meeting Example
June 5, 2011 ©2010 32
A Virtual Office
• Traditional desktop tools with a focus on
communication and collaboration
• Share files, documents, images, and designs
with your team
• Post ideas and comments
• Assign responsibility, set deadlines,
interactions via social networking
June 5, 2011 33©2010
A Virtual Office Example
June 5, 2011 ©2010 34
A Virtual Event
• A type of business gathering that includes multiple tactics combined to create an interactive peer-to-peer experience online. This combination of tactics might include webcasts, chat forums, virtual booths, online sales meetings or training sessions, and online communities
• Allows speakers, exhibitors, sponsors and event attendees to speak, connect and engage with one another
June 5, 2011 35©2010
A Virtual Event Example
June 5, 2011 36©2010
A Virtual World
• An online community that takes the form of a computer-based simulated environment, through which users can interact with one another and use and create objects.
• Is intended for its users to inhabit and interact, and the term today has become largely synonymous with interactive 3D virtual environments, where the users take the form of avatars.
June 5, 2011 37©2010
A Virtual World Example
June 5, 2011 38©2010
Welcome to the 21st century workplace
• Global competition
• Virtual teams and leaders
• Social media
• Four generations in the workforce
June 5, 2011 39©2011
THANK YOU
Visit us at www.atwoodinteractive.com
June 5, 2011 ©2011 40