Why Hire Resources As Leased Virtual Teams?

Why Hire Programmers or Developers As Leased Virtual Teams?

Businesses today have to be more competitive than ever before. The challenge is getting even tougher everyday. They have to squeeze cost on each corner – both critical and non-critical quality factors without compromising on quality.

It Could Be Whatever You Think

Virtual teams comprising of programmers or developers answer all the challenges if planned and adopted carefully. The first notion that has to emerge in business thinking is “teams cut across space, time, and/or organization boundaries

Then you can think of all types of virtual teams. It could be shift teams that are responsible for keeping operations going around the clock. Short-term project teams could be invariably cross-functional. Also co-located, more often these teams could follow the typical pattern of coming together and then going apart. They could meet as necessary to plan and align their work then carry it out individually or in smaller groups.

Although most virtual teams need some face-to-face time together to function effectively, especially at the beginning, they can become “more virtual” over time.

Begin With A Purpose

Virtual teams should have a vision, mission and charter. In many cases, teams accept a written charter with a signing ceremony that commissions the teams.

“The best predictors of virtual team success are the clarity of its purpose and the group’s participation in achieving it.”

Never make a mistake that many companies do: They convene teams and focus on the mechanics of the meetings such as following agendas and drafting plans without giving the teams a clear purpose.

Authority

Nothing is more important to the virtual team than its clear purpose. Discovering it is the team’s first priority. Once found, purpose locks into place the source of virtual legitimacy and power.

Knowledge

In the beginning, someone has an idea. It spills out in a meeting or on a phone call, and maybe gets firmed up on an e-mail. Conversations begin, others are inspired and recruited. In virtual teams, power comes from information, expertise, and knowledge, the new reservoir of wealth.

Peter Drucker regards knowledge as so critical now that he uses the plural—we need multiple “knowledges” to survive. His advice: “One cannot manage change. One can only be ahead of it”. Knowledge workers are capital assets not costs, he says. How did people become so valuable? Today’s tasks require brain not brawn. Specific expertise is in great demand. Experts have always had power but not the kind they do today.

Virtual teams have an especially tough job. They need to cope with all the traditional power people and they must harness the information and knowledge-power people.

Everyone on a virtual team needs to be programmer or developer in something the group requires. The more important the work, the more highly valued the required skills.

Conclusion

Business has to think without limiting the options of execution beyond boundaries. Vision and purpose should be clear and trickle in to the virtual team. Three prime advantages businesses win going for a virtual team include:

  1. Save cost on maintaining costlier teams by only maintaining the intellectual property and management tier inside the physical location and lease virtual teams from the expert virtual team hubs
  2. Induce expertise from day one in the project compared to hiring and grooming knowledge with considerable investment.
  3. Flexibility of attaching and detaching the leased resources as virtual teams.
  4. Interestingly, you can find project coordinators either working from your office location or your city that can take responsibility of project coordination with the ‘Virtual Team’.

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