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Global project management


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Global project management

  2. 2. What is Global Team? A global team is when the Project Manager(PM) or leader is managing his/her team inminimum of two or more countries. When the distance among the team membersin which, travel is required for physicalcontact. The use of direct phone calls, conference calls, andvideo conferencing become essential cost-savingtools.Project Management -Best Practices:Achieving Global Excellence, 2nd Edition.Harold R. KerznerJohn Wiley & SonsNov 4, 2010
  3. 3. Global Project Management The single-region world we used to know hasbecame more global. Technology builds bridges by preventingunnecessary travel and saves time. Allows customers and companies to work together inmore efficient and profitable manner. Conference Calls, multiple people to join call in remotelocations. Video Conferencing, avoids unnecessary travel and cutscost. Instant Messages (IM), avoids distraction of face-to-faceQ&A. Short Message Service (SMS), is a text messagingservice component for cellular phone.
  4. 4. Managing Global Teams PM’s Must Track.Performance-how is project coming along.Communication-preventsmiscommunication and tracks progress.Accuracy-correctness of quality.Productivity-production and return oninvestment (ROI).Deadlines-targets, short-term goals/long-term goals.Attendance-employee presences at work.
  5. 5. Have Respect for Everyone No matter, what you do always have respectfor each cultures Holidays, each country has different Governmentholidays. Activities, your team members should participate. Do not let, work boundaries filter into home and/orlife boundaries. Showing that you have respect for your team Recognizing, that there is a life outside work.Employees who feel you care, will workthat extra mile when needed.
  6. 6. Time Zones When managing global team you will be makingconference call at all hours of the day. India as late as 11 p.m. Egypt as earlier as 4 a.m. Prepare for conference call. Have all necessary documents at reach, to issue anyconcerns immediately. Always be well-rested to think clearly and critically. Be Prepared to answer difficult to challenging questions. Escalate those questions or concerns to the appropriate party. Scheduled for two meetings at the same time Leverage the calls to your team members. Stress the importance to your team about jotting notes on“ACTION ITEMS” and “QUESTIONS UNANSWERED”.
  7. 7. Different Language Barriers Internationalcompanies usuallyestablish a commonlanguage for theexchange ofinformation. English Spanish Mandarinmost non-Englishspeakers. Understanding non-verbal communication Vocabulary Ability to makeanalogies Tell stories Understand jokes
  8. 8. Create Team Synergy No matter where your teams are located. Conduct virtual live meetings. Have a few strategic gatherings for all themembers on each team to meet. Build the bridge on trust. Investing upfront in your team will also go a longway toward success. Especially, when the tasksor timelines become critical.
  9. 9. Leadership by ExceptionSome Successful PM’s use Tracking Tools By creating the right metrics, gathers the rightinformation. Keeps everyone apprised of the status of theprogram.There is no reason to have an exorbitantamount of status meetings. Stop doing it!Project Management -Best Practices:Achieving Global ExcellenceHarold R. KerznerJohn Wiley & Sons2nd Edition. Nov 4, 2010
  10. 10. Set Goals & CelebrateAchievementRegardless, of where your Global Team is locatedhave: Vision, of what needs to be accomplished. Goals, are articulated. Follow-up, the goals are being met. When there are challenges: Reach out, to the team virtually, to gatherbrainstorming ideas. Suggestions, always offer solutions and commentsto improve processes and streamline procedures.
  11. 11. Questions Arises If something goes wrong? The PM orSuperior, must be made aware, ASAP. NOEXCEPTIONS! Provide your PM or Superior with choices of solutions to solve theproblem or challenge. Provide brisk evaluation of the Pro’s and Con’s to each solution. Attain approval prior to informing the Customer or Sr. Management,and Executive Management of the situation. Do not go over your superiors head, without making them aware ofthe situation. Who would you recommend to escalate the task or questions. When trying to attain answer quickly. Send SMS, send IM, send email, and contact individuals directly byphone.For example, sitting in meeting you silently send
  12. 12. Benefits of Global ProjectManagement Companies that used to operate in only onecountry in the 90’s and earlier. In the 21st century companies operate globally. The benefits for operating globally. Helps to increase the consumer bases. Increases sales. Decreases operational costs. Manufacturing for product Labor Employee Benefits Healthcare, Dental, and Vision 401k, Pension, and Purchase of Company Stocks Personal-Time-Off (PTO), Sick Leave, and Vacation Leave
  13. 13. CONT. Benefits of Global ProjectManagement Satisfied customers, whether you are thecustomer of your own project. Completing project on-time, by staying onbudget. Recruiting subject matter experts for specificareas.
  14. 14. Benefits for Managing GlobalTeams Accesses New Skill Levels New perspective on situations. Local knowledge of distant users. Provides 24-hour coverage using normal shiftworkers More gets done, as other countries sleep. Overseas few specific projects for the organization. Lower Operational Costs Lower taxes Employee wages Lower benefits costs
  15. 15. Project Management Historical In the1940’s Line Managers (LM) functioned as PM’s used theconcept “over-the fence” to manage projects. Each LM Would perform the work necessitated by his/herteam. When completed The LM would throw the ball (project) over the fencefor the next team to complete their section. Once, the ball was thrown over the fence The LM would wash their hands of any responsibilityfrom that project.Project Management -Best Practices:Achieving Global Excellence, 2nd Edition.Harold R. KerznerJohn Wiley & SonsNov 4, 2010
  16. 16. How did the Project Fail? If a Project Failed? The blame was immediately placed on whicheverLM that had the ball, at the that time. What are the Problems with this Scenario? The LM’s are at fault for other LM’s mistakes anderrors. The wrong LM’s are answering the questions, fromthe customers. There is no Quality Assurance (QA) in affect. QA would have verified the work was completed inaccurately fashion to the customers expectations.Project Management -Best Practices:Achieving Global Excellence, 2nd Edition.Harold R. KerznerJohn Wiley & SonsNov 4, 2010
  17. 17. Problems with Line Managers Responsibility Customer had no Signal Pointof Contacts to Ask Questions. Customers wanted first-hand explanation from thespecific LM, who had the ball. Once, that ball was thrown that LM is no longerassociated to that project or would answer anyquestions.Bad Management and CustomerService!Project Management -Best Practices:Achieving Global Excellence, 2nd Edition.Harold R. KerznerJohn Wiley & SonsNov 4, 2010
  18. 18. Challenges with Managing GlobalTeam Global Team Communication is Hard Involves multiple languages. Can be expensive. Time Differences are Inconvenient Being located in India and calling the United States In India time is 11 p.m. and the United States its 1p.m. In Dubai its 1 a.m. and the United States its 1p.m. Australia 4 a.m. and the United States its 8 a.m. Work Styles Cultural variations may lead to difficulties. Prevent misunderstandings by following-up withemails.
  19. 19. Jobs in Global ProjectManagement Global ProjectManager Global LogisticsAnalyst Global Marketing Global Supply Chain Global Sales andMarketing Global OperationsExcellence Global Training andDevelopment Global Hosting-Storage Job Global TaxAccounting Global IT ServiceManager Global RiskManagement Global Sales
  21. 21. REFERENCES Kerzner, H. (2010). Project management - bestpractices: Achieving global excellence . (2nded.). United States of America: John Wiley &Sons. Kendrick, T. (2010). The project managementtool kit: 100 tips and techniques for getting thejob done right. (2nd ed.). United States:Amoncon.
  22. 22. REFERENCES PMI. (2013). Global project management .Retrieved from Sabitino, J. (2012). Successful projectmanagement . (5th ed.). United States ofAmerica: South-Western-Cengage Learning.