That means using tools and adopting practices that support collaboration. Those practices might include storing all documentation in one virtual place where everyone on the team, no matter what his geographic location, can access them. But it also means understanding the importance of old-fashioned, face- to-face meetings. "You can't rely on tools to make up for a geographic situation," warns Bill Hagerup, senior instructor at Ouellette & Associates, an IT professional development firm in Bedford, N.H. Overcoming cultural gaps means meeting in person with your team members and key stakeholders at least once and as early in the project as possible, he says.

Become worldly-wise

With companies globalizing their business reach, it's important to stay on top of the customs and cultures of other nations. But you also should know about the worldwide economy, U.S. policies toward countries in which you do business, differences among the IT standards supported by different countries and whether your technology can interact with those standards, Beverly says. "If you're playing outside the U.S., you have to be aware of the U.S. position toward the partners you're doing business with," he says.

Being aware of global politics can also enhance relationships with overseas team members. "Technology people might think international politics never come into play, but there are a lot of things underlying people's loyalties and beliefs that must be understood and managed," says Gopal Kapur, president of the Center for Project Management in San Ramon, Calif. "It's the rare proj-ect manager who takes the time to do that. Most wouldn't even know the prime minister of the country of the person they're talking to."

Be a political operative