Introduction

The interactive project for the international brand 'Digital fashion for you' is going across a critical point that is compromising the agreed standards and components, as well as the completion on schedule of the artifact. The bond of trust with the client is seriously compromised and could degenerate in to the end of collaboration. One of the causes of the crisis is the dearth of mastery in the procedures that grants security, trustworthiness and law compliance in the e- commerce operations (Department of Trade and Industry, 2002). The foundation of the stasis, however resides in the vague and unskilful structure for the communication that resulted in the dissatisfaction of the client (Mcmanus, 2005), and in the demotivation of the team (Sonneburg, 2004). The cohesion of the team members is fundamental to exceed the risk of creativity crisis and internal conflicts (Ford, 2001) that will delay and compromise the final result. This analysis evaluates a set of opportunities targeted to overcome of this condition, while preserving the original objective of the project: the creation of a competitive product, unique in its category. In this framework, the communication system will be reinforced, and the security component will be delegated to an external expert enterprise. The suggested solutions will refer to both the academic and the industry literature regarding the issued topics. Solutions and Strategies Connections update The preliminary measure taken has been a benchmarking examination, to achieve a complete configuration of the contemporary market: its results will be reported to the team and the client. The next step will be outsourcing the tasks related to security of the transactions and data privacy. This exploit is also intended to allow the team focusing on their competencies while encouraging the interchange of visions with a new, collaborative partner (Roij et al, 2007). Those implementations will be facilitated and organized with the prompt introduction of a networked communication infrastructure (de Baar, 2006) to overcome the previous difficult connections among the international team, and with the client. The bond of trust with 'Digital fashion for you' will be regained trough this proactive approach together with the accurate definition of competences, roles, tasks, responsibilities and objectives that will bring the project to its success (Barling, 2008). According to this perspective, the client will be informed of the path and results of the operational stages. 1

Moreover, this transparent and effective dialogue will identify their needs, and consequently gain the support and resources necessary to the realization of the undertaking (Massey and Larsen, 2006). The task optimization with a structured delegation of duties will organize the team (England and Finney, 2006) and increase the team motivation, through a balance of responsibility and authority (Grazier, 1998). In addition, it will constitute a fundamental trait for the control and prevention of further risks (Rogester and Larkin, 2008). In fact, the cultural differences among the international team, or a lack of integration with the new affiliates (Overby, 2010), could cause a slow down in the performance. Thus would induce the failure in meeting milestones and objectives, with the consequent loss of reliability form the client perspective. To avoid those potential scenarios the project manger task is of manage 'the whole spectrum of communication strategies and project management techniques as well as human and social processes in ways that support the team' (Kimball, 1997). Therefore, the manager will be actively involved in all the project phases. They will consolidate and coordinate the team by encouraging innovative solutions, and monitoring the production stages and people (Farr and Wharton, 2003) as well as bringing a functional relationship with the client (Sinclair, 2006). From the overview to the scope This session examines the nodes of the strategy outlined above and their connections for the favourable outcome of the ploy. The organization of a virtual and international team faces the complications due to the geographical distance and to the cultural backgrounds of the team members (de Roij et al, 2007). Team members have to share a common view and a clear definition of purpose, this is conceivable in an environment characterised by a strong 'organisational' culture (Melessen, 2001). Communication technology devices and reinforcement of 'face to face' (Roij et al, 2007) relationships are essential to motivate the team. The exploitation of the cloud computing technology (Rosenberg, 2010) will allow the installation of a centralized 'service that could effectively integrate all the technologies and capabilities of web conferencing, instant messaging, email, bulletin board, document sharing and instant printing could offer virtual teamworkers a package far greater than the sum of its components' (DeKoven, 2000). The apparatus will feature a dashboard with the project milestones and overview, a time tracking panel, and a file sharing session (http://basecamphq.com/tour). A private cloud allows different layers of tenancy', 2

(Kajeepeta, 2010), therefore, the access to this service will be extended to the client and the outsourced e-commerce solution company. They will interact within a restricted domain dedicated to their needs and to the interaction with the team and project manager (Gawin, 2010). Issues on security, data storage and compatibility regarding the usage of clouds are minimized by IP technology and data encryption, advanced data storage models, and by the opportunity to use multiple providers to grant service continuity (Armbrust et al, 2009). Furthermore the choice of the system provider(s) will be based on proven experience and high competency in the field. Additional precautions to avoid the loss of data will be providing the team of both a local and networked storage system. Clear backup directives will regulate data management and control.

The first meeting with the client will illustrate the e-commerce industry report and the features of the new communication platform. The project manager will also introduce the outsourced company, a trusted and appropriate e- commerce corporation, specialized in security and encryption, along with a rich portfolio of international clients and over ten years' experience (Wharton, 2002). The outsourcing will be entrusted after the client approval, and the clarification of tasks and authorities. The 'scoping questionnaire', proposed by England and Finney (2006) would be an effective mean to clarify the client standpoint and will demonstrate a resolute approach in the compensation of the competency lack. These actions are targeted to move the project forward and to regain the client's trust demonstrating serious involvement and proactive endeavour (McClellan, 2010). The next topic of this consultation with the client will be the definition of objectives, competencies and time schedules (Diffily, 2007). This detailed framework should involve the client and create a good relationship between the two parts (MCmanus, 2005). The consequent stipulation of a contract will grant the favorable outcome of both parts (Budd, 2007), and will establish the precise allocation of responsibilities in manage to avoid possible misunderstandings (England and Finney, 2006). In their first meeting with the team, the project manager will involve the 'Paris branch' by convene them in the company headquarters, and the Honk Kong based translation/ localisation specialist with the videoconference system. The instrument will also connect the team with the e-commerce company, to lay the foundations of a collaborative partnership. The agenda will comprehend the walk trough of the new communication system, the communication protocols (Bell, 2002) and the exploration of the benchmarking

report. The aim is to define the next milestone, and how to take advantage of the new interactive tools for the interchange of data and information to achieve the goal. The unification of communications should overcome the factual cultural differences and work attitudes within a common and environment in which team members can identify themselves as part of a "community"(Melessen, 2001). The achieving of shared values should merge into creative solutions that will achieve the final product, and fulfil the client's expectations (Saphiro et al, 2005). These tactics reveal a managerial approach that makes use of a directive style to unblock the doldrums. Nevertheless the solutions are targeted to the collaboration, both inside the team and with the other stakeholders (De Baar, 2006) and to pander the 'collective adaptation' to the organizational change (Bilton, 2008). This style mixes the ability to make straight decisions with a 'capacity to create a highly motivating and absorbing vision of the future, and [...] to energize others to pursue the vision' (Sims et al., 2009). To overcome a crisis, the project manager has the duty to revitalize the team motivation with a constructive attitude: 'leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it' (Barry, 2009). Furthermore, this approach will encourage the engagement of the client that will appreciate the shared interest and passion for the project, as Sinclair argues, (2006) good personal relationships open the gates to trust and cooperation. The power of balance According to DeBaars (2006) an effective project organization oriented to the expectation of stakeholders, will foster 'the constructive power of motivated people [...] able to deliver the project under time pressure'. To achieve the progress of the 'Digital fashion for you' e-commerce interactive website, is necessary to promote creative solutions that will foster the client satisfaction, and also the personal and relational interests of stakeholders (DeBaars, 2006). A consequence of the team demotivation is the creativity depletion, and its root is attributable to the inconsistency of communications and the frustration due to the lack of competence in the security area. Most of contemporary studies highlight that creativity is a process that arises from collaboration (Banks et al, 2002), and congregates 'different styles of thinking' (Bilton, 2007). From the managerial point of view, is important to understand the different kind of contribution that different approach to creativity can give to the project evolution (McCann, 2010). 4

In terms of diversification of contribution, the Belbin theory (1981) defined eight types of people, and remarked that 'teams are question of balance', thus a connection of all 'types' attributes. The team in charge of the project, is composed of skilled members, with a broad range of competencies; the reinforcement of communication is aimed stimulate new creative combinations for the effective completion of the website. Brainstorming is a powerful tool that will enhance the advantages of the interactive communication system. With its democratic regime, this technique allows all the participants to give their proposals, to evaluate all the possible alternatives, and to achieve a creative solutions breed by collaboration (http://www.businessballs.com/brainstorming.htm). In this context, the project manager has to encourage the participation of every member of the team, to take advantage of every angle of contribution. Bilton (2007) highlights the advantages of encouraging the interchange of point of views: a creative administration, can create combinations of apparently unavailing solutions to provide answers to the problem. The analysis of the dialogue within the organization in its whole entails strategic possibilities both on the short and on the long-term basis (Bilton, 2007, p.112). Therefore, the organizational plan will include weekly brainstorming, with a rotation of the usage of the videoconference system and overseas team members convocation (Bell, 2005), to reinforce the team cohesion, evaluate team dynamics and collect a broad spectrum of propositions and solutions (Gould, 2006). The early evaluation of the possible menaces of the above plan is a good practice to avoid delays and quality loss (Jutte, 2008). Despite all the precautions and the facilities, the communication scarcity could resist inside the team, in this case is essential the presence of the project manager as promoter of integration of the divergent attitudes (Shaphiro et al, 2005) that will encourage the dialogue and the collaboration. From a beneficial standpoint, the transformations and improvements realized within the working habits could bring the 'cooperative negotiation' at the edge between conflicts and learning, therefore in the optimal framework in which raise new perspectives and, consequently creative ideas (De Dreu and Veigart, 2003). If the adversarial side prevails, the effective measure is a diplomatic approach, meant for a clear understanding of both positions to negotiate a solution (Mcmanus, 2005, p. 82). A good strategy in these extreme occurrences could be reminding the benefits of a collaborative attitude, putting the focus back on the final objective (Grazier, 1998) and prioritize the shared values (Ford, 2001). This managerial approach is applicable also in clashes or misunderstanding with the client or the associates. 5

The program delineates a networked leadership, in strong empathy with the project, and caring in building a common likelihood between the stakeholders (Barry, 2010). The delegation of responsibilities will be the result of an evaluation of the capability of the team members (Wharton, 2003), according both their curricula and the effective monitoring of the involvement in to the project. The administration will be in charge of monitoring the grade of satisfaction of all the stakeholders (team included) and therefore the accomplishment of targets and milestones. This control will evaluate the performance of each constituent, aiming to a correct development of the charged tasks to avoid conflicts. A tool proposed by England and Finney (2006), the RACI responsibility chart will ease the monitoring task of the administration. This chart, supported by the mentioned above time tracking panel, will show the distribution of tasks within stakeholders, and allows both the immediate identification of gaps and shortfalls and the identification of accountability. The clear definition of responsibilities and time schedules is also a powerful procedure for conflict resolution (Jutte, 2008). The next move aiming to realize a competitive product (Hall, 2010), will be planning a continue testing of the website, to realize a user centered product (www.usability.gov) that stick to the usability standards (www.w3c.org). This measure strengthens the client engagement and harnesses the team UX expertise. Conclusion Beyond the crisis This action plan offers a comprehensive net of tools and solutions meant to recover the problematic situation by preserving, and, where possible, upgrade the project standards. Moreover it defines 'the setting of a framework that measure the efficiency and effectiveness of the organization with the possibilities of negotiation and stretching' (Bilton, 2006). The advantage of this strategy is its flexibility: it allows the continue implementation with all the necessary arrangements that will increase the product competitiveness, it is open to the contribution of the people involved, and adaptable to the external factors that could influence its scheme. Therefore it constitutes the solid basis for the realization of the project in its whole.

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