Project Management: 7 Tips for Managing Virtual Teams

The first law of project management states: it is your responsibility to ensure that deliverables and milestones are achieved on time and with the utmost quality.

No excuses; Even if you are managing cross boundary, expansive projects and managing Virtual teams.

There are many moving and sometimes, non-moving parts to a virtual team that makes managing them more difficult. Here are a few tips and techniques to follow:

1. Set clear project objectives and expectations for your team. Clearly communicate the project objectives, schedules and individual roles and responsibilities. It is important that everyone knows what they are doing, how their work contributes to the project, what other team members need from them, and why. Though everyone can work independently, it is important to keep the links in place and to repeatedly communicate and state the team’s objectives. Failure to do so can be catastrophic for the success of a project. 
2. Set the rules and tone early. At the beginning of the project it is crucial to let the team members know what is expected of them. Status reports, participation in conference calls, hours of availability, and deliverable schedules are essential parts of managing virtual teams.
3. Understand and respect different cultures. This is very important if you are managing team members of different regions and/or in different countries. First Learn and then Honour your team members’ cultural differences and their right for personal commitments and religious practices.
4. Choose the most effective technology to aid communication. The anchor of every virtual team is communications and the technology used to support it. Even as fuel prices soar, flying the team in for a meeting each week is not realistic. So, online chat, conference calls and webinars are much more effective. There are a number of technologies available such as Instant Messaging, Online LiveMeeting, Skype, and many other tools that support video and Web conferencing. Check that these tools are available, suitable and work efficiently in all your regions and countries. In addition, there are collaboration tools that allow team members to share and collaborate on documents such as SharePoint, Dropbox and many more.
5. Be very specific about time commitments. Never 'assume' or leave something to chance. Make sure that all team members know when deliverables are due. Make sure it is clearly definied in your project plan and, if needs be, draw them their own expanded section. You have failed if you have to remind them the day before. You never, ever want to have them scramble to get something done before close of business the next day. The chance of success will be nil or the quality of the deliverable will be greatly reduced.
6. Get the team together on occasion. Although it is expensive to bring remote teams together, it is a necessary element to managing a virtual team. To build and continue team chemistry, gathering the team together strengthens personal relationships and working partnerships in both the short and long term. Never underestimate the importance of building better relationships through team camaraderie and rapport.
7. Three hundred and sixty degree communication. The bottom line: you are the conduit for communications, the motivator and problem solver but when the team is working well, stay out of their way. Empower and trust your team to make proper decisions by working with each other and make sure you are not the bottleneck by insisting that all communication be channeled through you. After all you are not the project, you are just the project manager.

H1N1: Tamiflu results questioned by the UK BMJ

Research published in the British Medical Journal (BMJ) has confirmed that the antiviral oseltamivir, is only effective in reducing influenza A symptoms by 1 day. (normally Influenza A symptoms persist from 7 - 10 days)

It also confirmed that there was no evidence that oseltamivir prevented the most fatal complications, pneumonia and severe respiratory disorders.

It comes after the Government and GPs failed to reach an agreement on the swine flu vaccination programme for under-fives, with health visitors and district nurses now set to be asked by local NHS managers to step in.

The BMJ research has questioned the validity of research from Roche, the pharmaceutical giant that makes oseltamivir (Tamiflu).

More than a million courses of antivirals including Tamiflu have been given out to people across Britain since the start of the swine flu pandemic.

A review of 20 existing studies was carried out by a team led by experts from the Cochrane Collaboration, which last reviewed the evidence in 2005. Their updated study found Tamiflu "did not reduce influenza-related lower respiratory tract complications".

The drug was found to induce nausea while evidence of adverse reactions to the drug were "under-reported", they said.

Tamiflu was claimed to be effective in treating people preventatively, i.e. after they had come into contact with somebody who was infected, and shortened the length of symptoms in those with swine flu.

But the study criticised some of the evidence available and said Roche had not been able to "unconditionally" provide the information needed. As a result, the team dropped eight trials that were included in their earlier review because they were unable to independently verify the findings.

This leads to further speculation that the mass innoculation of peoples is commercially based, adding to the profits of the pharmaceutical companies, without there being sound medical evidence to back it up.

The power of the pharma lobbyists is such that this conspiracy to defraud the public has extended into the medical and political hierarchy and large incentives are being offered to executives, politicians and medical authorities that support the exploitation of this pandemic.

China: No Country for iPhones and no Demand either

China Unicom has sold just five iPhones through a big online retail site in the two weeks since it opened the virtual store, the latest sign that the handset is suffering in China from its high price and lack of Wi-Fi.

An official iPhone store on Taobao.com, the biggest Chinese e-commerce Web site similar to eBay, has sold just two 8GB iPhones and three 16GB iPhones, according to figures on the site. The store launched in the middle of last month, a few weeks after China Unicom began offering the first official iPhones in China.

China Unicom is also selling iPhones through its own Web site, which does not list sale figures. But Taobao is China's top online retail site and many users turn to it to buy items like mobile phones and laptops.

The China Unicom iPhones have to compete with iPhones brought into the country from abroad, which users have bought since long before the official handset arrived.

No WiFi Feature
iPhones bought outside China have Wi-Fi, which was removed from the China Unicom iPhones to comply with local regulations. The official handset is also more expensive than iPhones bought elsewhere.

The 32GB iPhone 3GS with no service contract costs 6,999 yuan (US$1,024) in China, compared to about US$800 in nearby Hong Kong.

Unrest in Iran - Cyber-Attacks Begin in earnest

An apparently ad-hoc cyber protest against the results of recent Iranian elections has knocked out key Web sites in the country.

On Monday, sites belonging to Iranian news agencies, President Mahmoud Ahmadinejad and Iran's supreme leader Ayatollah Ali Khamenei, were knocked off-line after activists opposed to the Iranian government posted tools designed to barrage these Web sites with traffic.

This type of attack, known as a denial of service (DoS) attack, has become a standard political protest tool, and has been used by grassroots protesters in several cyber-incidents over the past few years, including cyber events in Estonia in 2007 and Georgia last year.

Activists had encouraged anti-government protesters to use automatic Web page refresh tools such as Pagereboot.com, to hit government run site. But they have also developed custom DoS tools. One such tool, called BWRaeper was posted to an Iranian sports discussion forum on Monday. Others are being promoted via Twitter and blogs, and hosted by activists in the U.S.

The "campaign is starting to target international users, compared to the original one aiming to recruit Iranians only," said Dancho Danchev, a security consultant who has blogged about the tools. "Judging by the effect this crowdsourcing is having, they've disrupted the sites set as targets."

Danchev counts 12 sites as being under attack, including other news agencies, the Ministry of Foreign Affairs, Ministry of Justice, National Police, and the Ministry of the Interior.

In response to the attacks, state-sponsored Iranian News site Fars News added a small piece of Web code that redirected the attack to pro-opposition Web sites, Danchev said via instant message. "Apparently, they thought that the attackers wouldn't stop their attack since they were also indirectly loading the [attack code]," he added. "They, however, didn't stop the attack."

Web disruptions have occurred on both sides of the dispute. Last month, Iran blocked access to Facebook, apparently to prevent opposition voters from using the social networking service to promote their candidates in last week's elections. YouTube and the BBC's Web site have also reportedly been blocked. BBC satellite service to the country has also been jammed.

General Internet service in Iran was also disrupted, though that lasted for just a short period of time, according to network monitoring company Renesys.

Hundreds of thousands of protesters have taken to the streets in Iran to protest the results of last week's presidential elections. Protesters claim that their candidate, Mir Hossein Mousavi, lost because the election was fixed by the government.

Although it has been reported as inaccessible by some Iranian users, Twitter has emerged as the major source of information on the protests, and is being credited with driving coverage of the event on U.S. television networks such as CNN.