Abstract
The emergence and widespread use of collaborative technologies for distributed project management has opened up opportunities for off-shore outsourcing and collaborative development. However, most tools and techniques for project management focus on on-site, long term relationships and sourcing strategies at a time when interorganizational relationships are becoming more dynamic and geographically dispersed. This paper uses grounded theory to analyze data on virtual teams’ projects. The analysis uncovers “effects” in the way in which distributed projects are managed. These effects relate to coordination, communication and adaptation to distributed electronic work environments. Following an analysis of these electronic collaboration “effects”, a model for distributed project management is presented.
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