Globalization has turned the world back into a flat land by dramatically reducing traditional physical barriers, according to author Thomas Friedman. Indeed, new communication and information technologies such as e-mail and videoconferencing have long helped to transform the way work is organized. Virtual teams have made it easier to collaborate across organizational boundaries and borders. However, many organizations still operated with traditional teams, with their services limited to their geographic space. This is the case for consulting engineering and architecture SMEs. The construction sector can indeed encompass international projects, but SMEs most often operate in their established region. However, with the pandemic environment, companies have had to quickly adapt in order to remain competitive, or simply functional in the market. In the process, doubts settled on their ability to implement best practices for remote work. Indeed, a communication strategy cannot be improvised.
The question therefore arises: how to ensure effective project management with a virtual team?
More particularly: What communication tools and strategies allow you to effectively manage a project led by a virtual team?
The aim of this research is to analyze the dynamics of virtual work teams in the context of project management in construction SMEs (consulting engineering, architecture or construction firms).
The objectives of this project are:
• Define what is a project and a traditional project team
• Understand the characteristics of virtual project teams;
• Understand the risks associated with it;
• Compare their advantages and disadvantages;
• Identify the communication tools and strategies that can help businesses navigate this situation effectively.
