Remote teams in work collectives appeared long before the COVID-19 pandemic, but the mass appeal of this form of organization of hired labor occurred precisely in the period 2020-2021. The difficulties and peculiarities of managing a remote team led to a fairly rapid return to the old traditions of office work, revealing at the same time the dilemma between control over their work on the one hand and easily calculated cost savings for both parties, which makes the search for effective approaches to managing remote teams an urgent issue. In the course of the research, the authors found that there is a lack of unanimity in the terminology of remote team management, which makes it difficult to formalize and regulate the relationship between the employer and the remote team, its members. Therefore, the authors substantiated and proposed a definition of remote project teams and presented their original classification according to the type of digital interaction. Summarizing the opinions of Russian and foreign practicing experts, grouping the advantages and disadvantages of remote work for employees and employers made it possible to identify objective problems in the process of managing remote teams in the digital economy and to propose approaches to their solution. The article will be useful for researchers of processes taking place in the digital economy, as well as for middle and senior managers of companies and organizations who interact with teams of employees working remotely.