The way one manage a Consulting services team is the same as managing the local team, except for a few nuances as a distance etc. Defining the structure of distributed teams, so that engineers at any location are not treated as augmented team members reporting to a manager or a leader at a different location, is very critical to the success of distributed projects. Characterizing them as a part of your own existing team will help you not only to ease the management process but will ease the understanding of the dedicated team. The following figure presents a high level project reporting framework for small/midsized activities.