Hello World: Adapting to Global Project Management


Published on

Award Winning poster at the 2006 NJ PMI Symposium

  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Hello World: Adapting to Global Project Management

  1. 1. Hello World Presented by: David Lipper, PMP [email_address] Adapting To Global Project Management Hola Mundo Bonjour le Monde Kya Haal Hai Duniya Valon Oi Mundo привет мир Hei Verden Hallo Welt Hello World
  2. 2. Global PM Challenges <ul><li>While 90% of large companies are conducting global projects, less than one third of them have effective, established practices to help project managers and team members working over a distance </li></ul><ul><li>Global projects should allow organizations to take advantage of distributed skills, around-the-clock operations and virtual team environments </li></ul><ul><li>Many organizations struggle to reach the required levels of quality and effectiveness from these projects because their structure and their methodologies are not adapted to a global multi-cultural environment, where most communication is in writing and asynchronous </li></ul>
  3. 3. New Communication Issues When Going Global <ul><li>Time zones </li></ul><ul><ul><li>Scheduling meetings is more difficult </li></ul></ul><ul><ul><li>Email exchanges are not the best medium for immediate response </li></ul></ul><ul><li>Language </li></ul><ul><ul><li>Some words or expressions may not translate well </li></ul></ul><ul><ul><li>Avoid slang </li></ul></ul><ul><ul><li>High context vs. low context </li></ul></ul><ul><li>Cultural </li></ul><ul><ul><li>Different work behaviors in different countries </li></ul></ul>
  4. 4. Time Zones <ul><li>The biggest single difference encountered between managing a local project and a global project is time zones. </li></ul><ul><li>Synchronize the working hours of groups who need constant interaction, for example by getting one group to work from 14:00 to 22:00 daily </li></ul><ul><ul><li>Doing this for even a short period can have a major impact on the critical path. </li></ul></ul><ul><ul><li>Consider how the PM will be contactable by sub-project managers in other time zones - without spending 24 hours a day at their desk </li></ul></ul><ul><li>Suggestion : PM can set-up a home office with links to the company's telephone and computer systems. This enables participation in a conference call from 21:00 to 22:00 at home </li></ul>
  5. 5. Culture <ul><li>Be attuned to cultural sensitivities particularly when communicating bad news </li></ul><ul><li>The team members will have different business and social cultures </li></ul><ul><ul><li>The project will face serious turmoil if people have different expectations and beliefs that are (unconsciously) violated by others born and raised in a different culture </li></ul></ul><ul><ul><li>Don’t assume team members have the same definition of things like management, decision-making, planning, giving feedback, managing workers, time orientation and risk propensities </li></ul></ul><ul><li>Suggestion : Offer cultural training to team members </li></ul>
  6. 6. Common Language <ul><li>Use industry standards </li></ul><ul><ul><li>Project Management Institute (PMI) </li></ul></ul><ul><ul><li>International Project Management Association (IPMA) </li></ul></ul><ul><ul><li>Suggestion: Adopt that part of each that best suits your organization's purpose and then train your managers </li></ul></ul><ul><li>Produce naming conventions </li></ul><ul><ul><li>Document and distribute </li></ul></ul><ul><li>Use it or lose it </li></ul><ul><ul><li>If the common langue is not engrained in the team, the project will struggle to be successfully </li></ul></ul>
  7. 7. Communicate <ul><li>Determine where project information will be stored and who can access it </li></ul><ul><ul><li>Where: Storage repository, Network directory </li></ul></ul><ul><ul><li>Who: PM, Business Leaders, Staff </li></ul></ul><ul><li>Triple check all communications </li></ul><ul><ul><li>Write it, Say it, Recap it </li></ul></ul><ul><ul><ul><li>The communicator is responsible for this </li></ul></ul></ul>
  8. 8. Virtual Leadership <ul><li>You will be managing a virtual team and you will probably never have a face-to-face meeting with your sub-project managers </li></ul><ul><ul><li>Use virtual meetings (Video conference calls) </li></ul></ul><ul><li>Use an appropriate leadership style </li></ul><ul><ul><li>Use a different leadership style for each country </li></ul></ul><ul><li>The motivation for them to deliver is that they are part of a high profile, winning team and that you are developing their skills by transferring knowledge to them </li></ul><ul><li>While a certain amount of competition between countries can be good for the project, be careful of stirring up to much competition </li></ul>
  9. 9. Coordination vs. Control <ul><li>What team members want from a virtual manager: </li></ul><ul><ul><li>Coordinate rather than control </li></ul></ul><ul><ul><li>Accessibility rather than inaccessibility </li></ul></ul><ul><ul><li>Information without overload </li></ul></ul><ul><ul><li>Feedback instead of advice </li></ul></ul><ul><ul><li>Fairness over favoritism </li></ul></ul><ul><ul><li>Decisiveness but not intrusive supervision </li></ul></ul><ul><ul><li>Honesty rather than manipulation </li></ul></ul><ul><ul><li>Concern for development over apathy </li></ul></ul><ul><li>Although this is important for any type of project, it is especially important when different cultures and geographies are involved </li></ul>
  10. 10. Increase Manageability <ul><li>Smaller culturally similar teams are easier to manage </li></ul><ul><li>Create sub project teams </li></ul><ul><ul><li>Create a scoping strategy which ties the project together </li></ul></ul><ul><ul><ul><li>Global Project Scoping </li></ul></ul></ul><ul><ul><ul><li>Appoint Sub-Project Managers </li></ul></ul></ul><ul><ul><ul><li>Sub-Project Scoping </li></ul></ul></ul><ul><ul><ul><li>Review and Approval </li></ul></ul></ul>
  11. 11. Training <ul><li>PMs must learn the differences between managing a multi-cultural team and a mono-cultural team </li></ul><ul><li>PMs must learn what strategies he/she can use to prevent problems that arise from a lack of cross-cultural awareness and understanding </li></ul><ul><li>Team should be trained to understand other team member cultures </li></ul><ul><li>International project management training </li></ul><ul><ul><li>Carl Duisberg ( www.cdc.de ) </li></ul></ul><ul><ul><li>Hodge International ( www.hodge-ia.com ) </li></ul></ul><ul><li>Team Cultural training </li></ul><ul><ul><li>Kwintessential ( www.kwintessential.co.uk ) </li></ul></ul>
  12. 12. Take Aways <ul><li>Global projects are not just another project </li></ul><ul><ul><li>They require more planning and coordination </li></ul></ul><ul><ul><li>They require more sensitivity </li></ul></ul><ul><ul><li>They require more leadership </li></ul></ul><ul><ul><li>They require more communication </li></ul></ul><ul><li>The world is becoming smaller and global projects are more common today than ever before </li></ul><ul><li>Achieving quality in global project management is a skill worth learning to compete in today’s market </li></ul>