Crísis económica de grecia causas y concecuencias

Extraordinarv demands are placed on projec( personnel-demands that require extraordinary commitments in order to accomplish the task at hand. Generating this commitment through the process of team buildina is a primary responsibility of any project manager. The processes of team bui!ding have been studied extensive!y by both academics and practitioners for decades, but until recently nearly ahof these studies were conducted within the bureaucratic setting: that is, the team members shared a common workplace, saw each other frequently. knew each other well, and expected to continue working together for an extended period of time. The tearn building concepts developed w¡thin such an environrnent naturally reflect these working conditions as either síated or implied assumptions, and theconcepts derived from these studies can be assumed to hoid only a.~ 10n2 as the~e a~'umptions hoid.
These concepts still hoid for projects intended to support and improve bureaucratic or"anization~. In the vasí majority of ca~e~. however, the workin~ conditions experienced by modern prcjects differ ~reatly from tho~e surroundint~ traditional bureaucratic ~ork.
Neverthele',..~. the ba~icdefinition.~ of teani buildinv' continue to empha.~ize the a.~Numption of typical bureaucratic workin~ conditions. For example. one lead¡ng textbook in the ficid (Kast and Rosenzweia's Organization a'ic/ ~!(inagement: A Systenzs ai'd Contingeflcy Approad~, McGraw-Hill, 1985) states that 'actual team'vork involves small groups of three to fifteen people that meet face-to-face to carry out theirassignments. Even in PMI's current PMBOKG~~ide (pp. 99-loo). one of the five basic "tools and techniques" of team development~is called "collocation;' which in'volves ". . . placing al!, or almost al!, of the most active project team members in the same physical location to enhance their ability to perform as a team." In both of

*Reprinted from PM Nen~ork; Project Management In~titute, Inc.,January 1997, Vol. 11, Numbe~ 1. © 1997, Project .\1anage~ ment Institute Inc. Ah n'ghts reserved.
these publications, the concept of the virtual project is clearly ignored.
In the new, "virtual project" environment, team members seldom share a common workplace, may rarely see each other, may never have worked together before, and may never work together again afíer the projecí is complete. For anever-increasing number of organi zations, the world ¡5 represented by an environment of rapid technological advancement, particularly in the area of communications; complex organizational structures needed to deal with tough global competition; and dynamic markets that demand short production runs of unique products. Downsizi ng, outsourci ng, and employee empowerment have become facís of life inthe climate of many organizations, while job security is rapidly becoming a thing of the pasí. The survival of many organizations depends on the ability of the organization lo rapidly change its structure. culture and products lo match the changing demands of the environmení.
Let's explore the conditions faced by the modern project manager in developing an effective and productive projectteam within a "virtual projecí."

The Virtual Project. The virtual projecí, also known as a "di stributed team," is one in which the participanís are geographically distributed 'to an extení that they may seldom, if ever, meel face-lo-face as a íeam. The geographical distances involved do not have to be great; individuals who work in the same industrial complex may be functioning in a virtual projecí if their schedules do nol allow them to tneet face-to-face. As distances increase, however, the difflculties of communicaling and building teams increase significantly. When team members are spread across severa! time zones, opportunity for direcí communicalion ¡5 severely limited, and the associated costs of both face-lo-face and electronic communications increase dramatically. Electronic...