Best Practices Framework for Enabling High-Performing Virtual Engineering Teams

Abstract

Engineering firms continue to adopt the practice of virtual teams, which face unique challenges and require additional management considerations than co-located teams. While virtual teams offer incentives in terms of flexibility and cost savings, engineering firms should be aware of added challenges that yield low-performing teams or result in failure. These challenges, in essence, are driven by the geographic dispersion of members, core reliance on communication technology, and composition of various cultures. The subject research follows a highly practical approach, providing specific practices for mitigation of the identified challenges. A survey study was conducted to gather data from engineering practitioners at a global professional services firm involved in virtual engineering projects between 2017 and 2018. Research conducted across best practices for virtual teams, coupled with the survey results, yielded a framework of five overarching themes to enable high-performing virtual engineering teams: technology integration, management of virtual resources, project governance controls, stakeholder engagement, and organizational drivers. Resulting practices are presented across the five themes of the framework. The findings should be leveraged by engineering and technology professionals involved in virtual projects, along with leaders and firm executives seeking improved performance of their virtual teams.