ABSTRACT
This chapter discusses that the greater number of administration systems and operating guidelines required for virtual teaming is extra effort that has to be managed at a virtual team's creation. It is worth bearing in mind that exposing a number of individuals to a virtual team scenario can be a very steep learning curve and any dissatisfaction can quickly spread throughout an organization. The approach could be to start small and limit the complexity until certain skills have been obtained. Experience demonstrates that a lack of internal case studies or benchmarks for success in virtual working makes it difficult to promote implementations in the larger, high-risk projects. The use of a 'quick win' strategy when identifying future virtual teaming projects will promote faster development of knowledge and experience and will also allow the strategy to be taken up for more complex projects, where the gains will be greater.
