Intel, Chandler, Arizona, USA

When semiconductor giant Intel needed to improve its back-end processes, it assembled a globally distributed virtual team of experts who were each charged with implementing critical parts of a multimillion-dollar initiative to convert existing data--from both Intel and its supply chain partners--into a predefined standard. This article discusses how the act of delegating project work enabled Intel to successfully realize this project. In doing so, it identifies the primary techniques and tools that the project manager used to delegate work and to track the project's progress, explaining how the project manager resolved the challenge of creating a bond among the project team and scheduling meetings with team members who were located around the world. It also overviews how the project manager and the project team persuaded key stakeholders to accept the standards that the team developed.
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