Handbook of Business Strategy

Managing virtual project teams: how to maximize performance

Palitha Kuruppuarachchi
Article information:
To cite this document:
Palitha Kuruppuarachchi, (2006),"Managing virtual project teams: how to maximize performance", Handbook of Business
Strategy, Vol. 7 Iss 1 pp. 71 - 78
Permanent link to this document:
http://dx.doi.org/10.1108/10775730610618648
Downloaded on: 11 April 2016, At: 20:43 (PT)
References: this document contains references to 0 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 1980 times since 2006*
Users who downloaded this article also downloaded:
(2002),"Situational leadership: Managing the virtual project team", Journal of Management Development, Vol. 21 Iss 6 pp.
461-476 http://dx.doi.org/10.1108/02621710210430623
Downloaded by RMIT University At 20:43 11 April 2016 (PT)

(2006),"The challenges of managing cross-cultural virtual project teams", Team Performance Management: An International
Journal, Vol. 12 Iss 1/2 pp. 23-30 http://dx.doi.org/10.1108/13527590610652774
(2008),"Virtual teams: a leader's guide", Team Performance Management: An International Journal, Vol. 14 Iss 1/2 pp.
86-101 http://dx.doi.org/10.1108/13527590810860221

Access to this document was granted through an Emerald subscription provided by emerald-srm:393177 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please
visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of
more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online
products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication
Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

*Related content and download information correct at time of download.

 Managing virtual project teams: how to
maximize performance
Palitha Kuruppuarachchi
Dr Palitha Kuruppuarachchi is currently
working as a Project Manager in the New
Downloaded by RMIT University At 20:43 11 April 2016 (PT)
South Wales Police, Sydney, Australia. He
can be reached at
kuru1pal@police.nsw.gov.au
Many organizations need to deliver
time-critical projects, geographically
spread across diverse locations, using
limited resources. Virtual project teams
are more difcult to manage than
traditional co-located project teams,
however, if managed rightly, teams take
ownership and commit to achieve
agreed goals. The article rst
comments on the functions undertaken
in one particular entity, the CCWP, and
thereafter summarizes possible
strategies for maximizing performance
of virtual project teams.
The author is grateful to Assistant
Commissioner Reg Mahoney, Chief
Superintendent Michael Carboy and Chief
Inspector Dave Meurant for spending their
limited time for reviewing the article and
providing valuable suggestions. The support
from the Project Team of the CCWP in this
study is also acknowledged.
| |
HANDBOOK OF BUSINESS STRATEGY 2006, pp. 71-78, # Emerald Group Publishing Limited, ISSN 0894-4318, DOI 10.1108/10775730610618648
The New South Wales Police (NSW Police), Australia commenced a project entitled
Country Capital Works Program (CCWP) in July 2002. The project cost was over
A$20.5 million: A$5.7 million, A$6.6 million and A$8.2 million respectively in the rst,
second and third years.
The CCWP aimed at ongoing development and support of the country radio systems
outside of Greater Sydney. The scopes and objectives of the project was summed up
under seven ey areas: radio black spot reduction, communication center
development, system development, improvements to logistic support, replacement
of obsolete equipment and facilities, improvements to operational support, and
replacement or purchasing of additional radio terminals.
The NSW Police entrusted the author of this article to manage the CCWP using the
existing human resources in a virtual team environment. I managed the project
according to the most widely distributed available knowledge guides, the Project
Management Body of Knowledge (PMBOK). It is a collection of ve process groups:
initiating, planning, executing, controlling and closing, and nine knowledge areas:
integration, scope, time, cost, quality, human resources, communication, risk, and
procurement. As an internationally recognized standard (ANSI/PMI 99-001-1999,
and IEEE 1490-1998) it provides fundamentals of project management irrespective of
the type of project, and thus applicable to the CCWP.
I reviewed the project following its completion; I sought ideas and views from all team
members and analyzed them. The ndings are presented in this article; rst, I present
the functions undertaken in the CCWP with some useful comments, thereafter I
present possible strategies for maximizing performance of virtual project teams.
A decision for a virtual team
In country NSW, ve communications centers: Tamworth, Wagga Wagga,
Newcastle, Warilla (Wollongong), and Penrith provide radio dispatch services to
police in regional cities, suburbs, townships, and along highways and main roads.
Country Radio Communications Systems are centered and linked to these centers. A
center manager manages each center, with support from maintenance centers
named Radio Network Services (RNS).
PAGE 71
 The distance from Sydney to the country centers and distance
from country centers to remote radio sites made it difcult for a
co-located project team to manage the entire program within
the limited time and resources without major involvement of
remote project teams. Further, it would not be practical to
regularly travel to meet face to face with remote teams (see
Figure 1). As such, a virtual project team was established to
undertake the CCWP for necessity.
Human resources
The virtual project team undertook the CCWP, while they were
primarily responsible for maintaining the existing radio networks.
On average, seven project team members from each center and
the center manager had participated in the project. In addition
six members participated in the project as technical and nance
support. The total number of project team members thus
exceeded 45, but they were not on a full time basis.
The project management structure used in the CCWP is depicted
in Figure 2. Project relationships are shown in the diagram, but
not the functional relationships. The project manager was the
Downloaded by RMIT University At 20:43 11 April 2016 (PT)
only full time position in this structure, and that position was at the
same level as the Country Project Team Members.
The project sponsor was responsible for acting as the
corporate champion, and chairing the Steering Committee
that was responsible for providing overall direction and
approval of key milestones and deliverables. The Steering
Committee considered the deliverables from the program, kept
the program scope in conformity with corporate direction, and
conrmed that the program remains on track.
The project manager was responsible for project planning,
coordination and monitoring and nancial control, while the
Figure 1 Location of country centers
|
PAGE 72 HANDBOOK OF BUSINESS STRATEGY 2006
|
Country Teams were responsible for the implementation of the
project. The Technical Support Teams reviewed specications,
request for tenders/quotations, and selection of vendors, while
nance support administered nancial matters such as
processing orders and payments.
At the beginning of the project, I conducted several workshops
and developed several guidelines aiming to:
J explain to teams what they are doing on an individual basis
and how their works t into the overall project;
J facilitate building ties and relationships among team
members; and
J identify project communications and information systems
requirements.
Whenever I recognized lack of skills of a member and/or a poor
performing process, necessary advice and information was
provided to individuals as well as to all members of the team,
and rened the ill process.
Throughout the program, I maintained excellent working
relationships with other professional teams, specically with
engineering, nance, and human resource management
including occupational health and safety ofcers.
Project integration, scope and cost management
I developed a plan guiding the project execution, monitoring,
and control. It was named Project Execution Plan (PEP)
according to the NSWP terminology. I rened the PEP based
on reviews and feedback from other team members.
We decided to undertake the CCWP as a series of many small
sub-projects. In order to dene constituent sub-projects, I
provided a guideline to team members and a template, which
included a format to capture written statements on: title,
objectives, benets, scope, resource assignment, work
breakdowns, schedules, cost estimates, risks, and delivery
methods for individual sub-projects. This established the basis
for project decisions and cost baselines (budgets) for
measuring project performance.
We decided to engage Country Teams for capturing user
requirements and formulating sub-projects, because they had
close relationships with operational police and had a better
knowledge of user needs. The Steering Committee formally
accepted the scopes of sub-projects, and approved a set of sub
projects within the allocated budget and time constraints. This
involved a process of reviewing sub-projects against corporate
requirements. The project comprised of over 230 sub-projects.
We undertook the CCWP in an environment characterized by
changes in: technology, the Government's radio strategy, and
policing requirements. As such, while implementing the project,
few scope change requests occurred in the common forms:
 Figure 2 Project management structure
Downloaded by RMIT University At 20:43 11 April 2016 (PT)
oral or written, direct or indirect, externally or internally initiated.
Benecial scope changes were initiated. As I experienced,
when virtual teams are empowered and informal
communications are encouraged, there is a tendency that
team members may overlook the agreed procedures to
formalize scope changes. Thus project-monitoring
mechanisms should be capable of detecting non-reported
scope changes for assessing and minimizing possible impacts
and formalizing such changes. I will further discuss this area
under Communications Management.
Time management
I derived milestones for the CCWP at the macro-level and
presented in the PEP, after carefully analyzing all the
constituent sub-projects.
I designed the project schedules and milestones specically to
facilitate undertaking constituent sub-projects concurrently
while empowering Country Teams, in order to nish the
program within a critical time period. At the macro level, the
traditional project phases: planning, designing, acquisition of
equipment and/or resources, construction of systems and
commissioning was indistinct, even though traditional phases
were visible at the sub-project level.
The project schedules and milestones of the third year of the
CCWP, for example is presented in Figure 3:
J The initial project review process continued for two months,
but certain time critical activities were initiated in the middle
of the review.
J Sub-project were commenced having sufcient details, but
without waiting for full details.
J Acquisition of radio infrastructure equipment were
commenced when quantities were fairly known.
J Progress of sub-projects as well as completion of
associated works were reviewed for making necessary
amendments to minimize project risks.
The milestones of the CCWP at the macro level were different
to traditional delivery-based milestones. Delivery times were
uncertain for the majority of activities, but we could identify a
possible time range for an activity instead of a particular delivery
time. In the initial phases of each year of the program, I used
milestones to monitor the commencements of critical activities
at the correct time, while towards the end of each nancial year
I used milestones to monitor the completion of works. Some
activities had middle monitoring points to review the progress.
In the absence of delivery-based milestones, I monitored the
progress of sub-projects activities during the assigned time
periods in order to initiate desirable corrective actions.
Information gathered in many forms: monthly reports,
informal communications, reviews of purchase requisitions,
state of site development applications etc provided accurate
pictures of the state of an activity.
The project schedules and milestones at macro level guided
the Country Teams scheduling sub-project activities. Further, it
synchronizes project activities across Country Teams. Team
members took ownership of the work and planned and
implemented their sub-projects with minimal control. In
| |
HANDBOOK OF BUSINESS STRATEGY 2006 PAGE 73
 Figure 3 Project schedule and milestones of CCWP03-04
Downloaded by RMIT University At 20:43 11 April 2016 (PT)

| |
PAGE 74 HANDBOOK OF BUSINESS STRATEGY 2006
 addition, Country Teams had good relationships with local
councils and Government agencies. This helped to accelerate
the required approvals in certain site developments.
To monitor budget of the CCWP against time, I used simple
means such as Microsoft Excel worksheets and graphs
showing cumulative values. I developed Excel worksheets
instead of using project management tools, because all team
members were well familiarized with Excel. The centralized
budget control was found to be extremely efcient and useful.
Quality and risk management
I undertook quality planning of the CCWP while developing the
PEP, and included quality standards relevant to the project and
means to satisfy them in the PEP. However, quality assurance
and control were found to be difcult in virtual teams.
It was difcult for a quality inspector to visit individual centers
and diverse radio sites throughout NSW. As such, quality
inspection using centralized resources was not a viable option.
Nevertheless the following quality activities were effective in the
Downloaded by RMIT University At 20:43 11 April 2016 (PT)
CCWP:
J Necessary skills for the installation and maintenance of the
radio network, was provided to in-house resources through
appropriate training programs.
J Specications, request for tender/quotations, and
evaluation methodologies developed by Country Teams
were reviewed prior to their release.
J Product quality and relevant national/international
standards and accepted safety practices applicable to
the project was presented to teams.
J Quality management experience was considered a major
factor in selecting contractors.
Similar to quality plans, while developing the PEP, I undertook
risk identication, quantication and response development
based on the information provided by Country Teams at the
time of dening sub-projects.
However, responding to changes in risk over the course of the
project and updating the risk management plan was found to
be difcult in virtual teams environment in the paucity of
centralized control on team activities. Nevertheless, pre-planed
responses worked effectively in the program as follows:
J The program was undertaken as a series of small locally
managed sub-projects allowing terminating incurable
sub-projects in isolation with minimal effect to the overall
project.
J Certain site development works such as installation of
towers, huts, and provision of main power were not
combined across sub-projects to minimize ties between
sub-projects.
Quality and risk management are more difcult in virtual project
teams compared to co-located teams. Thus, we should have
well-developed quality management and risk management
systems for virtual teams.
Communication management
We established a virtual team for the CCWP, having reliable
e-mail and telephone facilities for all members of the NSW
Police. In managing the project, Country Teams primarily
interacted electronically.
I used the telephone mainly to discuss project matters with
individual members, and e-mail mainly for the distribution of
information and conrmation of telephone conversations. To
deal with interdependent tasks and resolving critical issues, I
used synchronous communication means, telephone and
video conferencing and even when possible face-to-face
meetings.
Two key reporting aspects occurred in the CCWP: collection
and dissemination of information such as status reporting,
progress measurements etc to various stakeholders, and
project specic reporting within the project team. I used the
existing systems, structures and guidelines of the NSW Police
predominantly to satisfy the information and communications
needs of stakeholders.
Within the project team, informal communications was
supported and project implementation was reliant on trust,
cooperation and teamwork. This helped efcient execution of
the project. However, I had to develop procedures for gathering
information in a timely manner on request and/or on need basis
from Country Teams ensuring needed information available to
project stakeholders. I developed procedures and rened
several times with the progression of the project. I collected
formal progress reports monthly.
In Country Teams, often all members were well aware of the
status of their sub-projects, but in certain situations, only key
members held the required information. As such availability of
people and actually catch them up was found to be important.
When seeking information, I used to dene that the response
should reach me by close of business in a certain date. I
provided information to Country Teams on a regular basis and
on requirement basis using e-mail. Text-based messages were
often augmented with visual information such as graphs,
histograms, etc.
We reviewed the project at the beginning, mid-year and at the
end. In these reviews, we used face-to-face communications.
Either, the Country Teams visited Sydney or personnel from
Sydney visited country centers. Further, we used video
conferencing facilities as needed.
As observed in the CCWP, monitoring and reporting
mechanisms in virtual teams should consider the following:
| |
HANDBOOK OF BUSINESS STRATEGY 2006 PAGE 75
 J At the start up, project activities, milestones, and other
relevant information to be reviewed and agreed with team
members in face-to-face meetings.
J Mechanisms, formats, frequency of reporting, etc. for
monitoring of time line and budget to be agreed with
team members.
J In progress reviews, team members to be consulted as
required, and summary reports and feedback to be provided.
J In daily basis, issues, problems, risks, scope changes or
activity changes of the project to be identied, and
corrective actions to be initiated, if required.
J Project documentation maintained at the Central Ofce to
be comprehensive enough for auditing purposes.
I worked hard to introduce a project management framework
and to monitor the progress of the project at the beginning.
Early stages were characterized by a certain amount of
uncertainty, confusion and unplanned decision-making.
However, as the team became familiarized with the
Downloaded by RMIT University At 20:43 11 April 2016 (PT)
framework, they adhered to the required processes and
became more efcient.
I recognized the following key limitations in the virtual project
team of the CCWP:
J As the project manager had little authority over the remote
team members, the project manager needed support from
the sponsor to implement certain procedures and to resolve
some problems.
J As a result of using the existing resources, the project was
undertaken accepting the project management skills of
assigned members.
J As team members were not fully assigned for the project,
resource limitations were experienced in critical times.
J As a result of informal communications, resolution of certain
problems did not follow the documented path.
J As a result of teams mainly interested in completing the
work, it was required to follow up teams to document the
decisions taken at remote centers and the results
generated.
Virtual teams for projects may be established using the existing
personnel of an organization as a necessity, even though
project specic activities often require skills above the skills
required to undertake day-to-day activities. Further, team
members should have well developed self-discipline in taking
critical decisions in virtual teams. As such, skill development of
employees should be considered in organizational context
rather than project basis, for example, employees should have
skills in quality reviews, issue/risk management, maintenance
of documents, etc prior to assignment for project tasks.
|
PAGE 76 HANDBOOK OF BUSINESS STRATEGY 2006
|
I did not experience problems with team members, as a result
of my position in the organization hierarchy. Teams recognized
my skills in project management and accepted my leadership
for the project. Finally, teams commented that excellent project
management was a factor for the project success. I praised the
work of well performing teams when providing feedback. I
provided progress reports to all teams so that they can
compare their works with others. This strategy worked quite
well and everybody tried to achieve the best result.
Procurement management
I included procurement guidelines in the PEP, helping Country
Teams for undertaking purchase and acquisitions activities,
from determining what to procure through to completion and
settlement of contracts. In addition, I provided necessary
advice to them throughout the project whenever it was
required.
In the scope denitions, we used work breakdown structures at
sub project levels to dene a cluster of activities for each sub-
project. Country Centers identied project delivery methods
and requested procurements, but the Central Project Ofce
undertook procurement functions centrally to ensure value for
money using the bargaining power of the agency and looking
for possible quantity discounts. This also facilitated budget
control and cash ow management of the project.
NSW Government agencies should undertake all purchasing
activities adhering to NSW Government purchasing and
policies guidelines. We used Periodic Supply Contracts to
procure standard radio equipment and services required for the
project from competitive quotation processes, as such
contracts were in place. Agreements with suppliers helped to
procure equipment as needed with possible discounts
because several sub-projects were running concurrently but
having different procurement requirements.
The number of suppliers who could provide goods and services
for the radio development works was limited in the industry.
During the CCWP, we experienced certain delivery delays
because the suppliers were overloaded with demand.
Benet management
The CCWP had improved the radio communications systems
of the NSW Police by ensuring a healthy technological position
and hence contributed to high police responsiveness.
We developed a document named Benet Management Plan
(BMP) to provide a structured process for the project team to
demonstrate the achievements of the benets. As part of
developing the BMP, we conducted a series of workshops, and
documented business processes associated with the seven
key programs of the CCWP.
 We measured, recorded and veried the benets of the project
according to the BMP. This process highlighted the important
of the following elements:
J The importance of developing the BMP at the beginning of
a project detailing all requirements of the benet
management process.
J All team members as well as business managers to
participate in the above process.
J Simple but illustrative method such as business process
diagrams, graphs, etc. to be produced to illustrate baseline
indicators and processes of the benet management.
Similar to the project implementation, Country Centers
undertook the benet management process. The team
members needed skills for gathering data or deriving
necessary data from existing information, validating data, and
documenting data as baseline measures, prior to commencing
measuring benets. They further required liaising with local
business managers and other relevant stakeholders to
Downloaded by RMIT University At 20:43 11 April 2016 (PT)
determine the realized benets. Tacit knowledge of the local
staff found to be very useful in this process.
Auditing the project
The Internal Audit Team of the NSW Police audited the
program. The audit report clearly focused on identied
omissions or discrepancies based on the documentation
reviewed by the audit team. Specic ndings relating to
project planning, implementation, execution and nancial
aspects were presented. It was highlighted the importance of:
J other, but also align members in terms of goals, agreed
undertaking a comprehensive risk assessment throughout
the program;
J creation of a central point for project coordination;
J facilitating external or independent program reviews; and
J ensuring quality assurance throughout the program.
The recommendations in the audit report were recognised.
Benets of virtual project teams
The current competitive, cost cutting environment may
demand organizations to use existing resources for
managing projects in a virtual team environment. The CCWP
highlighted the following key benets:
J Establishing project teams using existing resources of the
organization allows use of the total funded dollars for the
project.
J Remote teams taking ownership and committing to achieve
goals set for them, lead to efcient execution of the project.
J Provide an opportunity for developing team work skills, and
project management skills of the assigned staff.
J Good relationships of remote teams with local agencies
facilitate the required approvals and sharing cost of certain
project activities.
J Remote team members facilitate the selling of project
benets to local users.
Establishing virtual teams
As recognized in the study, the following undertakings are
suggested at the start-up of a virtual project team:
J Ensure that the organization is adhering to well proven
project management practices prior to establishing virtual
project teams.
J Provide Central Project Ofce with sufcient resources to
manage the project including handling procurement and
budget control.
J Allow sufcient time for detailed planning of the project
giving attention to all functions of the project.
J Make clear the purpose and performance goals, and
establish Central Project Ofce and virtual teams role and
responsibilities, to avoid confusion.
J Identify interdependency among team members and
establish methods on how the team works together to
achieve the goal.
J Initiate the project carefully, start up workshops with team
members not only provide an opportunity to meet each
processes, available tools and the skills they possess.
J Establish information distribution systems for status
reporting, monitoring and controlling of the project, and
agree not only on what, when and how information will be
shared but also on how team members will respond to it.
J Schedule periodic face-to-face meetings throughout the
project at two levels: project level conveyed by the project
manager (may be monthly), and sub-project level conveyed
by Remote Team Leaders (weekly).
J Establish procedures and standards to capture and
document decision-making activities and results of
decisions.
J Establish procedures for undertaking project activities such
as capturing user requirements, undertaking procurement
etc and also for surfacing assumptions and conicts.
J Recognized other professional groups: engineering,
nance, human resource management and build
excellent working relationships.
| |
HANDBOOK OF BUSINESS STRATEGY 2006 PAGE 77
 Running virtual teams
As recognized in the study, the following undertakings are Figure 4
suggested when running virtual project teams:
J Adhere to a Code of Conduct, specically related to request
for information, time limits, and scope changes.
J Keep records of availability of team members including
absences, vacations, travel or leave.
J Develop trust and relationships, run on trust to make it
work, monitor rather than control, cross check information
for accuracy, and get teams on track.
J Use telephone, e-mail, telephone/video conferencing as
appropriate for the situation.
J Inform members to check e-mail frequently and give
indication on forthcoming e-mail.
J Update schedules and provide feedback to team members
using e-mail, organization's intranet, etc.
J Develop business relationships with relevant Government
J Listen to team members carefully and be sensitive to the agencies, power utilities and carriers in order to get their
Downloaded by RMIT University At 20:43 11 April 2016 (PT)

feelings of the them, in the absence of face-to-face help at critical times.

communications.
J Recognize differences in teams and individuals, respect
diversity, and facilitate creating relationships and fostering
each other.
J Recognize mismatch between corporate and team culture
and even between policies and procedures.
J Maintain documentation, it should be lean but with cross
reference to detailed information satisfying corporate
requirements.
Facilitation functions
Following completion of the CCWP, the project team
recognized possible improvements to normal activities of the
organization in order to facilitate introduction of virtual project
teams. The required actions are:
J Enhance technical, project management and contract
management skills of staff over what is required for day-
to-day works.
J Develop standards and/or specications for technical
products, and guidelines for routine activities as day-to-
day functions of the organization, for making them readily
available for time critical-projects.
J Establish systems to capture current information on user
needs and available technologies on continuous basis and
maintain appropriate records.
J Establish methods to retain the knowledge of experienced
people related to technical problems, products, local
conditions, etc.
J Establish mechanisms to avoid delays in certain project
activities: for example memorandum of understanding with
relevant agencies, early agreements with land owners.
J Establish planning groups to undertake planning phases of
forthcoming projects, specically for time critical projects.
J Allow early actions on time critical project activities even
prior to initiating a project considering lengthy procedures
and associated long delays.
Conclusion
Virtual project teams are cost effective, but management of
virtual teams requires skills over and above the management of
co-located project teams.
The activities listed for establishing, running and facilitating
virtual teams presented in this article basically highlight that an
organization should have high level project management
expertise and systems prior to establishing virtual project
teams. In addition, the most appropriate methods of managing
virtual teams may not be fully complied within the existing
policies and procedures of the organization. Teams should be
empowered to own and commit to the purpose, and shape if it
is required. It may demand organizations to relinquish old style
command and control base management and to provide
freedom to teams (Figure 4). The team should work as a real
virtual team rather than a dispersed fragmented team.
It is necessary to raise standards of business processes and
skills of employees of the organization, if it thinks of forming
high performance virtual project teams using existing
resources. J

|
PAGE 78 HANDBOOK OF BUSINESS STRATEGY 2006
|
 This article has been cited by:

1. Belal Hashem Alnsour. 2014. The Use of Virtual Project Teams for Project Management in Jordanian Corporations. Eurasian
Journal of Business and Management 50-60. [CrossRef]
2. Dimitris AssimakopoulosEmanuela TodevaSchool of Management, University of Surrey, Guildford, UK Yan FuSchool of
Management, University of Surrey, Guildford, UK. 2010. Multinational investment projects in the petrochemical industry
in China. Journal of Knowledge-based Innovation in China 2:1, 46-72. [Abstract] [Full Text] [PDF]
3. Oliver BarimaUniversity of Hong Kong, RECO, Pokfulam, Hong Kong S.M. RowlinsonUniversity of Hong Kong,
RECO, Pokfulam, Hong Kong. 2010. Critical, manifest variables in virtual construction project value delivery. Engineering,
Construction and Architectural Management 17:2, 197-209. [Abstract] [Full Text] [PDF]
4. Palitha R. Kuruppuarachchi. 2009. Virtual team concepts in projects: A case study. Project Management Journal 40:10.1002/
pmj.v40:2, 19-33. [CrossRef]
5. Brian BealSelfemployed writer based at Rochdale, UK.. 2006. Keep in touch, say Australian police. Human Resource
Management International Digest 14:4, 26-28. [Abstract] [Full Text] [PDF]
Downloaded by RMIT University At 20:43 11 April 2016 (PT)