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Manage and Lead Cross-Functional Virtual Project (Essay Sample)


Part 1:
Evaluate the literature relating to managing and leading cross-functional virtual project teams in three to four pages. Include issues relating to continuing interaction with multiple departments, across various reporting lines in an organization, and to external parties. In addition, focus on technology information or innovation projects that typically depend on scarce human resources that are scattered across multiple locations, cultures, and time zones.
Part 2:
Synthesize pertinent scholarly literature to improve outcomes for projects in the technology information or innovation and information arenas. Your focus should seek to improve value creation through a combination of time, cost, quality, scope, or similar factors.
Support your paper with at least nine scholarly resources. In addition to these specified resources, you can add further appropriate scholarly resources, including older articles.
Length: 6-8 pages, not including title and reference pages, but including your table of tasks.
Your paper should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.


Manage and Lead Cross-Functional Virtual Project
Institutional Affiliation
Manage and Lead Cross-Functional Virtual Project
Part 1
The business environment in the twenty-first century is characterized by dynamic markets, changing customer behaviors, and increased use of innovation and technology in problem-solving. Rapid transformations have become the norm in most organizations that are seeking productivity, profitability, and sustainability. In this light, the increasingly changing and expanding needs of the global markets have led companies to maximize their flexibility, agility, and cost efficiency to meet customer and shareholder satisfaction (Isotalo, 2013). Increased partnerships, mergers, and acquisitions that are strategic to establish organizations in the right market areas while running the business from somewhere else have led to the emergence of virtual work and virtual teams. Subsequently, there are significant changes that have occurred in how organizations manage and lead successful projects. Notably, many multinationals have projects that span across different nationalities, involving a diverse workforce, a great geographical distance, and performed at the difference in time zones (Oertig & Buergi, 2006). The management and leadership of such projects require the organization to overcome all challenges presented by these factors and engage strategies that guarantee the success of the operations. Virtual teams are significantly more complex when equated to teams that are led and managed face-to-face. Virtual teams consist of a group of individuals, who engage in tasks interdependently, guided by a common goal and purpose across time, space, and organizational boundaries. The use of technology facilitates engagement in their responsibilities for the success of the project.
Cross-functional virtual teams consist of individuals who work in different departments in the organizations, and are experts in certain areas and contribute to the achievement of the common goal. Effective management and leadership of these teams are critical in ensuring that the projects benefit from the combination of expertise from different areas and departments (Isotalo, 2013). For instance, a project may require the input of experts in financial management, human resource management, and marketing departments for the organization to meet its objectives. The cross-functional virtual team working on a particular project may also draw expertise outside the company by contracting external consultants. Subsequently, combining the people with diverse professional backgrounds, the managers and leaders in a cross functional team can address problems in the project effectively. Fundamentally, such a diverse workforce encourages the generation of new ideas and creative solutions, as well as gathering information that can be employed in effective risk management.
The efficiency of cross-functional virtual teams is imperative for the success of the project. Like any other team, the effectiveness of these teams highly relies on the management practices and leadership offered by the organization. The existence of teams in the organization is influenced by a socio-emotional process that is subject to the diversity that exists among the people working on the project. Resultantly, it is critical for leaders and managers to build and maintain healthy relationships among the workers as well as the outsourced experts. In this light, all members of the team should freely contribute to achieving a common purpose. Each individual involved in the project should have the sense of being part of the team to create the interdependence that drives virtual teams. The role of managers and leaders is to facilitate friendly interactions and personal contacts among the members and ensuring that the virtual team...

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