What is a remote project manager? That’s easy, its a project manager of a remote team. So what is different between managing an onsite or a remote team?
Most articles about this topic are not highlighting, that most methods and approaches are the same. Time, resource and budget planning, controlling or stakeholder management are nearly the same with onsite and remote projects. But if you take the PMI methodology for example, it says that you have to adjust all methods to the specific circumstances of the project anyway. The location and composition of the team is, of course, an important characteristic.
What are the major different topics, the remote project manager has to deal with? They are:
- Team Management
The known principle is ‘everyone has to know everything what is important to his / her work at any given time’ – not more and not less.
The diffuculties with remote teams are, that you don’t have talks from desk to desk and you don’t have the informal meetings at the water cooler or coffee maschine. According to the famous book Remote by Jason Fried and David Heinemeier Hansson, are the employers of Basecamp encouraged to use their chat software Campfire as a ‘virtual water cooler’.
Instead of that you have to assure that all inforamtion will be exchanged in written (i.e. design specifications) or via chat, phone or video conference. The advantage here is, that agreements are more binding, but on the other hand, it is hard to get the mood of the participants and the reading between the lines.
Use the communication tools according to the urgency of the information:
- urgent: make a call (but think about the time zone)
- less urgent: reach them via messenger
- not urgent at all: use email
Be very cautious if there is a little misunderstanding or you sense a bad mood at any form of communication. Normally that is only the tip of the iceberg. Get over this with temporarly even more communication, be it written, via phone or video or even face-to-face if needed.
We can’t do remote work without a number of tools. Remember that only the tools enabled us to work with distributed teams around the world.
The variety of tools in unbelievable. Its very hard to get a good overview or to make suggestions. Its also continuously envoling as we know the matter with software. Let’s focus on the tasks we have to address with the tools:
- project management (schedule, resources, timetracking)
- communication (VoIP, video, chat)
- document management
- source code management with version control, if you create software
Commonly you will use the tools which are in place at your company or at the client. If you have the choice, check out tool comparisons and have a close look on what will help the team while avoiding unnecessary bureaucracy.
Together with communications, managing the team is the most important topic for the remote project manager.
The great advantage of remote work, that you can hire the best talents (for the best price) worldwide, comes with the challenge that you will maybe not work in the same time zone. And even if – you should maintain a plan with the actual (remember travelling digital nomads) time zones and preferred working hours of all team members.
Get a very good overview about everyones experiences, skills, characteristics, position in the company, etc. At best you make longer one-on-ones at the beginning of the project. It is very good, if you have a face-to-face kickoff or get-togethers once or twice a year.
To enhance the collaboration, allow some time for personal conversation. So start every phone conference with some small talk and encourage the team members to exchange some information about hobbies, family situation or about the home or current city or country at other situations.
The project manager is the critical role in a distributed team. He enables all the remote work benefits, if he / she makes a good job and can destroy the project and the reputation of remote work if he / she skews it up.
Contact me if you need a remote project manager or even a coach for your project manager!