In a geographically distributed team, a developer continues to delay a coding activity. This activity is on the critical path. The project manager…

The identified root cause of the delay on the critical path is the developer's lack of understanding due to ineffective communication within the geographically distributed team. The project manager's primary role in such a situation is to act as a facilitator and servant leader. By facilitating direct communication between the developer and the off-site team, the project manager addresses the problem's source directly. This approach empowers the team member, resolves the immediate blocker, and improves the overall communication process, which is critical for the success of virtual teams. This action is a constructive, immediate, and collaborative solution.

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition.

Section 2.2

Team Performance Domain: This domain emphasizes that "project teams are more effective when there is a culture of respect and trust where team members can communicate openly." The project manager's role includes fostering this environment and removing impediments

such as communication barriers. Facilitating clarification is a direct application of this principle.

Section 2.2.3

Leadership: Discusses servant leadership

where the focus is on "understanding and addressing the needs and development of team members in order to enable the highest possible team performance." Facilitating communication is a key servant leadership activity.

2. Project Management Institute. (2017). Agile Practice Guide.

Section 5.2.4

Communication for Distributed Teams (p. 53): This section highlights the challenges of distributed teams and states

"The project manager may need to take a more active role in facilitating communication and collaboration among the team members." This directly supports the action of facilitating communication to resolve the issue.

3. Hertel

G.

Geister

S.

& Konradt

U. (2005). Managing virtual teams: A review of current empirical research. Human Resource Management Review

15(1)

69-95.

This academic review emphasizes that a key success factor for virtual teams is proactive communication and coordination support from management. The research indicates that managers must actively "facilitate communication processes" to overcome the disadvantages of geographical distance and ensure shared understanding. (p. 81). https://doi.org/10.1016/j.hrmr.2005.01.002