Olga Grom: Building a Dedicated Team for NASDAQ Listed US Company Website - https://pmday.org/online#agenda Fb Page - https://www.facebook.com/pmdayconference PMDay Videos - https://www.youtube.com/user/StartupLviv

1. Building a Dedicated Team for
NASDAQ Listed Company

2. About Myself and My Presentation
● I’m Olga Grom, currently working as General Manager
of Client Dedicated team of 70 people in Master Of
Code Global
● Experience: 9+ years in project management, Project
Manager, Product Owner in Startups, Mentor.
● Business Domains: Real Estate, IoT, Tourism, currently
Conversational Commerce
● Agile evangelist, PMI-ACP
● Why I am here? Sharing success story vs sharing
insights and approaches
● Welcome to contact me at LinkedIn or Facebook!

3. About Myself and My Presentation
● I’m Olga Grom, currently working as General Manager
of Client Dedicated team of 70 people in Master Of
Code Global
● Experience: 9+ years in project management, Project
Manager, Product Owner in Startups, Mentor.
● Business Domains: Real Estate, IoT, Tourism, currently
Conversational Commerce
● Agile evangelist, PMI-ACP
● Why I am here? Sharing success story vs sharing
insights and approaches
● Welcome to contact me at LinkedIn or Facebook!

4. ~ 20 people, no projects
pipeline, project-specific
management
70 people and growing,
predictable projects
planning, program
management

5. Customer integrations, POC,
small to middle size projects
Long-term product
development, architecture
design, on-call, domain
expertise

7. ● Complementary business model - strengths
and expertise
● Investing into pilot projects
● Alignment of core values
● Proactive and intentional communication
● Adjusting the company processes to
optimize the collaboration
● Scheduled strategic planning

8. ● This is a short-term approach,
which looks more like an
iterative or adaptive plan
● Creating value by seizing new
opportunity
● Opportunistic management
● Long-term approach that
requires a plan
● Predictable OKRs and
business values
● Strategic management

9. Strategic
Opportunism
We are here
Strategic
Approach
Opportunistic
Approach

10. ● Creating a vision. The ability to remain focused on long-term objectives while staying flexible
enough to solve day-to-day problems and recognize new opportunities.
Strategic course not as a constraint on manager’s activities but as a general framework within which
they can take advantage of the unexpected. Focus on the next best step.
Practical case: Team growth and resource allocation

11. ● Creating a vision. The ability to remain focused on long-term objectives while staying flexible
enough to solve day-to-day problems and recognize new opportunities.
Strategic course not as a constraint on manager’s activities but as a general framework within which
they can take advantage of the unexpected. Focus on the next best step.
Practical case: Team growth and resource allocation
● Summarizing. Define what is known and what is the area of confusion to formulate the next steps.
Record the outcomes and regularly revise. Consider step-by-step plan where the next step is based
on the information learnt in the previous step.
Practical case: Reporting and projects overview.

12. ● Creating a vision. The ability to remain focused on long-term objectives while staying flexible
enough to solve day-to-day problems and recognize new opportunities.
Strategic course not as a constraint on manager’s activities but as a general framework within which
they can take advantage of the unexpected. Focus on the next best step.
Practical case: Team growth and resource allocation
● Summarizing. Define what is known and what is the area of confusion to formulate the next steps.
Record the outcomes and regularly revise. Consider step-by-step plan where the next step is based
on the information learnt in the previous step.
Practical case: Reporting and projects overview.
● Erring bravely. Not only can people learn from errors, but errors are an important part of the
innovation process. Error management culture boosts the performance and ownership.
Practical case: Opportunities review.

13. Step 1
Understand The
Vision
Step 2
Be clear about the
Business Value of
the project
Step 3
Evangelize the
Vision and Business
Value to the project
team
Step 4
Foster a team
environment to
effectively deliver
value
Step 5
Measure the
realization of the
business value
Steps to Delivering Business Value

14. Shaping of manager’s
business acumen
Highly-organised
and inventive team
Reduced time to deliver
project (value-based
software engineering)
Customer trust and
subject-matter
expert positioning
Scalability of the
business unit

15. Program is not a project. For example, a project will deliver a working software while
a program will deliver increased value and/or revenue from that software over the
long-term period.
Program management encompasses managing multiple projects that when
combined, will improve the overall benefits of a company or an organization. The
success of a program is determined based on the benefits it delivers.
Program manager role is to ensure that a program must be able to react to
changes accordingly in both strategy and environment in which the
organization changes.

16. How Agile fits in?
● Risk and Issues Management. Agile program should be keeping a risk and issue (realised risks) log which
is regularly reviewed
● Monitoring. Conducting regular reviews, in order to ensure that projects, teams, stakeholders etc. are on
the same page.
● Change Control. Agile already knows how to manage change; accepting change is one of the core
concepts values of Agile. The programme needs visibility of each projects backlog/card wall with
summary information of the stories/requirements that have an will be delivered.
● Stakeholder Engagement and Communication. Agile encourages close collaboration between Customers
and the delivery teams; programme management should be no different. All progress (or lack of it) should
be transparent and stakeholders should be invited to be part of the design, planning and status meetings.
● Continuous improvement - Continuous assessment of performance, as well as the development of new
capabilities that will improve the program.

17. Whether you work in a home office or abroad, business success in our ever more globalized and virtual world
requires the skills to navigate through cultural differences and decode cultures foreign to your own.
Even with English as a global language, it’s easy to fall into cultural traps that endanger careers and sink deals.
Offices and teams we had to work with: USA, Israel, UK, Germany, Australia.
Challenges: Approach: Study and evolve the cultural
diversity awareness in your team.
1. Conflicting working styles
across teams
2. Professional communication
can be misinterpreted
3. Different understanding of
professional etiquette

18. 1. Business valuation. (n.d.) In BusinessDictionary.com. Retrieved from
http://www.businessdictionary.com/definition/business-valuation.html
Business value. (n.d.) In Wikipedia. Retrieved from http://en.wikipedia.org/wiki/Business value
2. Phillipy, M. A. (2014). Delivering business value: The most important aspect of project management. Paper
presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project
Management Institute.
3. The Culture Map: Breaking Through the Invisible Boundaries of Global Business by Erin Meyer