International-Legal-Project-Management-Presentation

InternationalInternational
LegalLegal
Project ManagementProject Management
Konstantinos MARKOULAKIS,Konstantinos MARKOULAKIS, Lic. Spec., LL.M.Lic. Spec., LL.M.

International Legal Project ManagementInternational Legal Project Management 22
What is project management?What is project management?
A project is distinguished from regular workA project is distinguished from regular work
in that it’s ain that it’s a one-time effortone-time effort
to change things in some wayto change things in some way..
Project management isProject management is
everything you need to make a project happeneverything you need to make a project happen
onon timetime and withinand within budgetbudget
to deliver the neededto deliver the needed scopescope andand qualityquality..

The project balance quadrantThe project balance quadrant

StakeholdersStakeholders
Stakeholders are the people who feel that the projectStakeholders are the people who feel that the project
mightmight affectaffect them andthem and carecare about its outcome.about its outcome.
It’s important to identify your stakeholdersIt’s important to identify your stakeholders
so that you can understand their points of view andso that you can understand their points of view and
predict the pressure they may exert on the project.predict the pressure they may exert on the project.
TalkTalk to people who will be affected andto people who will be affected and
activelyactively seek outseek out those who you think will care most.those who you think will care most.
UnderstandUnderstand their concerns and think about how totheir concerns and think about how to
involve them in the projectinvolve them in the project..

StakeholdersStakeholders (cont.)(cont.)
The role of the project manager is to make sure thatThe role of the project manager is to make sure that
the different parties’the different parties’ viewpoints are heardviewpoints are heard,,
and thatand that everyone agrees to respecteveryone agrees to respect
the course of action chosen, even if, as individuals,the course of action chosen, even if, as individuals,
they would have made a different decision.they would have made a different decision.
Project success depends on theProject success depends on the involvementinvolvement,, trusttrust andand
contributionscontributions of the stakeholders.of the stakeholders.

Stakeholders: The project sponsorStakeholders: The project sponsor
The project sponsor is the embodiment of theThe project sponsor is the embodiment of the
project customerproject customer, that is, the person for whom the, that is, the person for whom the
project is being delivered.project is being delivered.
Ultimate decision-making authorityUltimate decision-making authority resides with theresides with the
project sponsor.project sponsor.
The project sponsor must be actively involved and takeThe project sponsor must be actively involved and take
the project seriously.the project seriously.
He or she equally needs to beHe or she equally needs to be seniorsenior enough to haveenough to have
the authority to make the very big decisions—eventhe authority to make the very big decisions—even
the decision to cancel the project if necessary.the decision to cancel the project if necessary.

Stakeholders: The project boardStakeholders: The project board
The project board is a small group of people whoseThe project board is a small group of people whose
main responsibility is to make themain responsibility is to make the
really big project decisionsreally big project decisions..
Meet with the project board regularlyMeet with the project board regularly
to provide progress updates and discuss any keyto provide progress updates and discuss any key
decisions. The role of the project manager is todecisions. The role of the project manager is to
present options and recommend a course of actionpresent options and recommend a course of action..
Much of the true value of project management is inMuch of the true value of project management is in
communicating to the stakeholders and projectcommunicating to the stakeholders and project
boardboard, rather than the project team., rather than the project team.

Stakeholders: The project teamStakeholders: The project team
Ensuring that you have theEnsuring that you have the right mix of abilitiesright mix of abilities
on the project team is key.on the project team is key.
When you’re starting a project with a new team,When you’re starting a project with a new team,
sit down,sit down, one on oneone on one, with each individual., with each individual.

Stakeholders: The project teamStakeholders: The project team (cont.)(cont.)
CollaborationCollaboration requires excellent communication and isrequires excellent communication and is
about working together as effectively as possible.about working together as effectively as possible.
As project manager, you’re responsible both forAs project manager, you’re responsible both for
leadingleading the team and forthe team and for fostering an environmentfostering an environment
in which the team can collaborate effectively.in which the team can collaborate effectively.
Collaboration is about formingCollaboration is about forming relationshipsrelationships..

Stakeholders: The project teamStakeholders: The project team (cont.)(cont.)
Putting individuals together makes them a group,Putting individuals together makes them a group,
but only when they canbut only when they can work together effectivelywork together effectively willwill
they really be a team.they really be a team.
Helping your people to become a team,Helping your people to become a team,
rather than remaining a group,rather than remaining a group,
isis one of the most important rolesone of the most important roles
you have as a project manager.you have as a project manager.

Project team buildingProject team building
The stages that a group goes through as it becomes aThe stages that a group goes through as it becomes a
team are:team are:
 FORMINGFORMING: Need for a relaxed kick-off meeting.: Need for a relaxed kick-off meeting.
 STORMINGSTORMING: Differences of opinion (usually on: Differences of opinion (usually on
project planning) come to the fore.project planning) come to the fore.
 NORMINGNORMING: Agreement on standard ways of working: Agreement on standard ways of working
and the ways in which issues and conflicts will beand the ways in which issues and conflicts will be
dealt with. Beware of Groupthink!dealt with. Beware of Groupthink!
 PERFORMINGPERFORMING: Reliance on each other for help and: Reliance on each other for help and
support, healthy ways of dealing with disagreement.support, healthy ways of dealing with disagreement.
 ADJOURNINGADJOURNING: Sense of loss on separation.: Sense of loss on separation.

Managing the project teamManaging the project team
A project manager has two roles:A project manager has two roles:
 managermanager,,
coordinating the efforts on the project,coordinating the efforts on the project,
 leaderleader,,
making sure that the project delivers the right results.making sure that the project delivers the right results.

Team management tipsTeam management tips
Set up aSet up a regular team meetingregular team meeting..
Encourage team members to raise concerns orEncourage team members to raise concerns or
ask for help from each other in this forum.ask for help from each other in this forum.
Define an issue reporting and resolution process.Define an issue reporting and resolution process.

Remote team management tipsRemote team management tips
Share lots ofShare lots of contact detailscontact details..
Pull together aPull together a skills matrixskills matrix..
CreateCreate group spacesgroup spaces..
Be respectful ofBe respectful of time and routine differencestime and routine differences..
Invest inInvest in relationship buildingrelationship building..
Become aBecome a contact hubcontact hub..
Become aBecome a facilitatorfacilitator..

Hershey and BlanchardHershey and Blanchard
model of behaviormodel of behavior

CommunicationCommunication
The only thing worse than confusionThe only thing worse than confusion
is when there is absolute clarityis when there is absolute clarity
… over different versions of events!… over different versions of events!
Being able to communicate effectively is aBeing able to communicate effectively is a
key skillkey skill for any project manager.for any project manager.

CommunicationCommunication (cont.)(cont.)
Communication is an area in which it isCommunication is an area in which it is
particularly important toparticularly important to
understandunderstand organisational cultureorganisational culture..
AskAsk the people you’re trying to communicatethe people you’re trying to communicate
with whether your communication is actuallywith whether your communication is actually
working —don’t just keep doing what you’reworking —don’t just keep doing what you’re
doing, and risk having everything explode at adoing, and risk having everything explode at a
later date.later date.

Forms of communicationForms of communication
InterpersonalInterpersonal
PresentationalPresentational
Many to manyMany to many
One- or two-wayOne- or two-way
PushPush
PullPull

Content of communicationContent of communication
Whatever the subject, you need to make sure thatWhatever the subject, you need to make sure that
you’re clear on three issues:you’re clear on three issues:
 PurposePurpose: What are you trying to achieve?: What are you trying to achieve?
 StructureStructure: How are you going to present the: How are you going to present the
information?information?
 OutcomeOutcome: What should the people receiving the: What should the people receiving the
communication do once they have it?communication do once they have it?

General communication guidelinesGeneral communication guidelines
 If it’sIf it’s personal, individual, or sensitivepersonal, individual, or sensitive, deal with it, deal with it
one-to-oneone-to-one..
 Separate meetingsSeparate meetings that have different purposes.that have different purposes.
 Choose the appropriate form for your purposeChoose the appropriate form for your purpose..
Presentations are good for informing groups ofPresentations are good for informing groups of
people, they aren’t a good format for discussion.people, they aren’t a good format for discussion.
Similarly, turning a team meeting into a series ofSimilarly, turning a team meeting into a series of
one-to-one discussions with individual members isn’tone-to-one discussions with individual members isn’t
a productive use of anyone’s time except yours.a productive use of anyone’s time except yours.

(cont.)(cont.)
 Some methods support different forms ofSome methods support different forms of
communication better than otherscommunication better than others. For instance,. For instance,
email is a good method for one-to-one and one-to-email is a good method for one-to-one and one-to-
many communication, but terrible for many-to-manymany communication, but terrible for many-to-many
discussions or conversations.discussions or conversations.
 Electronic communication lends itself toElectronic communication lends itself to
misunderstandingsmisunderstandings, particularly when a difference of, particularly when a difference of
opinion occurs.opinion occurs.

(cont.)(cont.)
 Assess people’s expectations of eachAssess people’s expectations of each
communication methodcommunication method. Some people view email as. Some people view email as
a high priority, others believe that it’s a low-urgencya high priority, others believe that it’s a low-urgency
form of communication, and that if something’sform of communication, and that if something’s
important, people will pick up the phone and actuallyimportant, people will pick up the phone and actually
talk to one another. Don’t try to impose yourtalk to one another. Don’t try to impose your
preferences on others, but understand theirs so youpreferences on others, but understand theirs so you
can communicate more effectively.can communicate more effectively.

(cont.)(cont.)
 Have aHave a team discussionteam discussion about communication toabout communication to
identify personal preferences.identify personal preferences.
 Draft a simpleDraft a simple communication plancommunication plan outliningoutlining
channels and forms of communication, frequency ofchannels and forms of communication, frequency of
communication and parties involved. Thecommunication and parties involved. The
communication plan should cover everything fromcommunication plan should cover everything from
monthly email updates to daily meetings (for themonthly email updates to daily meetings (for the
project team) and fortnightly board meetings (withproject team) and fortnightly board meetings (with
the project board).the project board).

Improve the efficiency of emailImprove the efficiency of email
 Write aWrite a good subject linegood subject line..
 Indicate theIndicate the action neededaction needed..
 Place aPlace a summarysummary at the startat the start of your email.of your email.
 If you need something done, set aIf you need something done, set a clear deadlineclear deadline..
 UseUse lists and bullet pointslists and bullet points..
 Be specific about responsibilitiesBe specific about responsibilities and make it veryand make it very
obvious who’s meant to take ownership for a task orobvious who’s meant to take ownership for a task or
next step.next step.
 Keep it short and simple (Keep it short and simple (KISSKISS).).
 Know when toKnow when to step outside of emailstep outside of email!!

FeedbackFeedback
Make sure that everyone knows how toMake sure that everyone knows how to
communicate back to youcommunicate back to you! You need to know about! You need to know about
great ideas, issues popping up on the horizon, andgreat ideas, issues popping up on the horizon, and
potential risks and opportunities. Some methods:potential risks and opportunities. Some methods:
feedback sessions during meetingsfeedback sessions during meetings
anonymous “ideas box” (or webpage)anonymous “ideas box” (or webpage)
informal meetings and contactsinformal meetings and contacts

The project cycleThe project cycle

Initiating: GeneralInitiating: General
If Initiating isn’t done right, you often end up in aIf Initiating isn’t done right, you often end up in a
situation where the project team members havesituation where the project team members have
very different ideas about the project’s purposevery different ideas about the project’s purpose..
Good initiation will also ensure that youGood initiation will also ensure that you
identify all the project stakeholdersidentify all the project stakeholders up-front.up-front.
Initiating is also the best chance you’ll get toInitiating is also the best chance you’ll get to
define successdefine success
and agree on the project’s success criteria.and agree on the project’s success criteria.

The project initiation documentThe project initiation document
Draft a document summarising:Draft a document summarising:
 the project’sthe project’s objectiveobjective (what you’re trying to(what you’re trying to
achieve)achieve)
 the keythe key deliverablesdeliverables (how you’re going to achieve(how you’re going to achieve
the objective)the objective)
 the overallthe overall rationalerationale for the project (why you’refor the project (why you’re
undertaking it)undertaking it)
 the initialthe initial timingstimings (when it will be achieved)(when it will be achieved)
 the initialthe initial organisationorganisation (who is involved)(who is involved)
 keykey assumptionsassumptions andand constraintsconstraints
 success criteriasuccess criteria..

Definition of project objectivesDefinition of project objectives
The objectives should beThe objectives should be SMACSMAC: specific, measurable,: specific, measurable,
actionable, and consistent.actionable, and consistent.
The key feature is that at the end of the project, youThe key feature is that at the end of the project, you
should be able to say “yes, we did that” or “no, weshould be able to say “yes, we did that” or “no, we
failed.”failed.” There should be no gray areasThere should be no gray areas. Throughout. Throughout
the project, you should be able to track the team’sthe project, you should be able to track the team’s
progress towards those objectives.progress towards those objectives.

Initial project timelineInitial project timeline
Plan the project timeline, listing major deliverablesPlan the project timeline, listing major deliverables
against the week or month in which they’ll beagainst the week or month in which they’ll be
delivered.delivered.
Gannt chart example:Gannt chart example:

Planning: GeneralPlanning: General
Planning a project is similar to planning
a long-distance drive.
Task-based planning vs deliverable-based planning:
jobs vs products.
The rolling wave approach:
plan the project’s immediate future in detail (tasks),
and plan deliverables that lie further out at a higher
level.

Planning: a 6-step processPlanning: a 6-step process
 Break downBreak down the project into pieces small enough tothe project into pieces small enough to
work with.work with.
 IdentifyIdentify dependenciesdependencies..
 Estimate how longEstimate how long each piece will take.each piece will take.
 Add someAdd some contingencycontingency..
 Consider theConsider the risksrisks..
 PresentPresent the plan in a format that the team, board,the plan in a format that the team, board,
and stakeholders will understand and follow.and stakeholders will understand and follow.

Planning: Step 1Planning: Step 1
Break the single end-goal of your projectBreak the single end-goal of your project
intointo individual deliverables that are SMACindividual deliverables that are SMAC,,
small enough to be both achievable and measurable.small enough to be both achievable and measurable.

Identify theIdentify the dependenciesdependencies::
which deliverables depend on other deliverables,which deliverables depend on other deliverables,
forcing a sequential implementation.forcing a sequential implementation.
resource dependencyresource dependency
oror
work that by its naturework that by its nature
demands to be done in sequence.demands to be done in sequence.

Build an initial projectBuild an initial project scheduleschedule..
The person (or subteam)The person (or subteam) who will actually undertakewho will actually undertake aa
given piece of work should create the estimates,given piece of work should create the estimates,
so that the estimate can beso that the estimate can be realisticrealistic..
Estimates are neither wild guesses nor deadlines.Estimates are neither wild guesses nor deadlines.

Planning: Step 3Planning: Step 3 (cont.)(cont.)
How to estimate time?How to estimate time?
 UseUse experienceexperience
 Break downBreak down the deliverables furtherthe deliverables further
 UseUse averaging techniquesaveraging techniques::
(Most optimistic+least optimistic)÷2(Most optimistic+least optimistic)÷2
[Most optimistic+(4xmost likely)+least optimistic]÷6[Most optimistic+(4xmost likely)+least optimistic]÷6
Delphi techniqueDelphi technique

Use aUse a rolling wave approachrolling wave approach
that gives very rough, broad-based estimatesthat gives very rough, broad-based estimates
for any deliverable that’s too far out to estimatefor any deliverable that’s too far out to estimate
(typically more than eight weeks away), and only(typically more than eight weeks away), and only
putting the effort in to breaking down in detail,putting the effort in to breaking down in detail,
and estimating properly, the work that’s coming inand estimating properly, the work that’s coming in
the immediate future.the immediate future.

AddAdd contingencycontingency, ie. extra time, ie. extra time
that is incorporated in the schedule to coverthat is incorporated in the schedule to cover
unexpectedunexpected events as well asevents as well as expectedexpected eventsevents
that will have an impact on the schedulethat will have an impact on the schedule
(task switching, other work, personal commitments).(task switching, other work, personal commitments).
Add contingency toAdd contingency to risky tasksrisky tasks..
Contingency is another concept that isContingency is another concept that is
often misunderstoodoften misunderstood by project stakeholders.by project stakeholders.

Create aCreate a Risk Management PlanRisk Management Plan::
 IdentifyIdentify potential risks.potential risks.
 RateRate them by likelihood and severity.them by likelihood and severity.
 ChooseChoose which risks to plan for.which risks to plan for.
 Make plansMake plans for dealing with those risks.for dealing with those risks.

RateRate each risk,each risk,
first on thefirst on the likelihoodlikelihood of its occurrenceof its occurrence
(how likely is it to actually happen?)(how likely is it to actually happen?)
and then on itsand then on its severityseverity
(how bad is it, if it does happen?).(how bad is it, if it does happen?).

Decide on a response to each riskDecide on a response to each risk ahead of timeahead of time::
 AcceptAccept: There is nothing that can be done to reduce: There is nothing that can be done to reduce
the risk, you can just hope it does not occur.the risk, you can just hope it does not occur.
 AvoidAvoid: The project plan can be modified so as to: The project plan can be modified so as to
avoid the situation that creates the risk.avoid the situation that creates the risk.
 MitigateMitigate: What will you do to minimize the impact: What will you do to minimize the impact
should the risk event occur?should the risk event occur?
 TransferTransfer: Pass the impact should the risk event occur: Pass the impact should the risk event occur
(for example, buy an insurance policy).(for example, buy an insurance policy).

TheThe total project plantotal project plan should cover:should cover:
 deliverables and milestonesdeliverables and milestones: the items you’re: the items you’re
actually going to deliver, broken down into logical,actually going to deliver, broken down into logical,
manageable chunksmanageable chunks
 scheduleschedule: timing of the deliverables, based on the: timing of the deliverables, based on the
estimates you’ve compiledestimates you’ve compiled
 assumptions and constraintsassumptions and constraints: the circumstances or: the circumstances or
factors you’ve assumed to be true, and that you’vefactors you’ve assumed to be true, and that you’ve
identified as limitations.identified as limitations.
 risk managementrisk management: anticipated risks and the steps: anticipated risks and the steps
you will take to mitigate them if they materialise.you will take to mitigate them if they materialise.

AA plan reviewplan review is a short meetingis a short meeting
(of not more than 30 minutes) in which(of not more than 30 minutes) in which
you review the project planyou review the project plan
with awith a specific group of stakeholdersspecific group of stakeholders,,
taking people through the plan at a high level, andtaking people through the plan at a high level, and
only going into the detail that is relevant to themonly going into the detail that is relevant to them..
Take advantage of these meetings toTake advantage of these meetings to clear upclear up anyany
confusion and deal with misunderstandings.confusion and deal with misunderstandings.

Planning: Test questionPlanning: Test question (hint!)(hint!)
You find yourself in the midst of a project for whichYou find yourself in the midst of a project for which
no planning has been done, but a final deadlineno planning has been done, but a final deadline
has already been set. What do you do?has already been set. What do you do?
 Break down theBreak down the deliverablesdeliverables, gather the, gather the estimatesestimates,,
and decide how muchand decide how much contingencycontingency you’d have likedyou’d have liked
to have.to have.
 Remember theRemember the balance quadrantbalance quadrant..
 AskAsk for time or other resources.for time or other resources.
 Take theTake the emotionemotion out of the discussion.out of the discussion.

Executing: The “owner”Executing: The “owner”
Each and every deliverable needs to have an ownerEach and every deliverable needs to have an owner..
That individual isThat individual is personally responsiblepersonally responsible andand
accountable for making it happen.accountable for making it happen.
That individual will eitherThat individual will either work alonework alone on theon the
deliverable or willdeliverable or will co-ordinateco-ordinate the work of the othersthe work of the others
involved, willinvolved, will escalateescalate issues to the project managerissues to the project manager
if it looks like things are going off-track, and willif it looks like things are going off-track, and will
ask for helpask for help when it’s needed.when it’s needed.

Executing: The “owner”Executing: The “owner” (cont.)(cont.)
Assign ownershipAssign ownership to the pieces of work that you andto the pieces of work that you and
your team will be focusing onyour team will be focusing on for the next 2-3 weeksfor the next 2-3 weeks
(it can be difficult to make good ownership choices(it can be difficult to make good ownership choices
for work to be completed further out than this).for work to be completed further out than this).
Hold regular short (stand-up) update meetingsHold regular short (stand-up) update meetings
with the deliverable owners, making sure thatwith the deliverable owners, making sure that
they walk away from the meetingthey walk away from the meeting
knowing their next stepsknowing their next steps..

Executing: The RASCI matrixExecuting: The RASCI matrix
The RASCI matrix defines the involvement of individualsThe RASCI matrix defines the involvement of individuals
in deliverables and work:in deliverables and work:
 RResponsible (owner)esponsible (owner)
 AAccountable (project manager)ccountable (project manager)
 SSupportive (provides help or resources)upportive (provides help or resources)
 CConsulted (controls quality)onsulted (controls quality)
 IInformednformed

Controlling: Understand, track, adaptControlling: Understand, track, adapt
Understand how you are doing:Understand how you are doing:
are deliverables being delivered?are deliverables being delivered?
Track your progress: consult the deliverables’ owners.Track your progress: consult the deliverables’ owners.
Adapt to changing circumstances.Adapt to changing circumstances.

Controlling: Project progress indicatorsControlling: Project progress indicators
 Scope deliveredScope delivered::
which deliverables have been completed?which deliverables have been completed?
 PercentagePercentage time that has passed vs time plannedtime that has passed vs time planned::
ahead, on or behind schedule?ahead, on or behind schedule?
 Budget used to dateBudget used to date,,
compared both to the scope delivered and the timecompared both to the scope delivered and the time
that’s passed.that’s passed.
 QualityQuality..

Controlling: “Issues”Controlling: “Issues”
Issues are risks that have come to lifeIssues are risks that have come to life;;
they are problems that mean you cannot carry onthey are problems that mean you cannot carry on
with the project as planned.with the project as planned.
Unidentified or unmitigated risks are handled at theUnidentified or unmitigated risks are handled at the
level of the project manager, the project team or thelevel of the project manager, the project team or the
project board, in increasing order of severity.project board, in increasing order of severity.
Instead of dealing with the issues individually,Instead of dealing with the issues individually,
aa completely different tackcompletely different tack may be neededmay be needed
to achieve the project itself.to achieve the project itself.

Controlling: “Issues”Controlling: “Issues” (cont.)(cont.)
Issue lists are used toIssue lists are used to keep trackkeep track andand
help withhelp with assigning ownershipassigning ownership of issues.of issues.
They also help in building records and experienceThey also help in building records and experience
forfor future projectsfuture projects..

Controlling: verification vs validationControlling: verification vs validation
Verification is checking that you have delivered whatVerification is checking that you have delivered what
you intended.you intended.
Validation is checking that whatever you are deliveringValidation is checking that whatever you are delivering
is actually going to have the intendedis actually going to have the intended valuevalue..
Validation can make you change course mid-projectValidation can make you change course mid-project,,
even if you are delivering everything on time, withineven if you are delivering everything on time, within
budget, and to the correct scope and quality. Anbudget, and to the correct scope and quality. An
average project manager cares about making theaverage project manager cares about making the
project happen; a great project manager cares aboutproject happen; a great project manager cares about
delivering what the customer really needs—notdelivering what the customer really needs—not
necessarily the product, but the value underlying it.necessarily the product, but the value underlying it.

Closing: 4-step processClosing: 4-step process
 ReviewReview the project, presenting the product orthe project, presenting the product or
process that has been delivered,process that has been delivered, based on thebased on the
success criteriasuccess criteria that were agreed in the Initiatingthat were agreed in the Initiating
phase and possibly amended in the later phases ofphase and possibly amended in the later phases of
the project.the project.
 Agree on exactly what remains to be doneAgree on exactly what remains to be done beforebefore
the project can be officially closed.the project can be officially closed.
 Complete the final tasks and deliverablesComplete the final tasks and deliverables that werethat were
agreed to. Payagreed to. Pay attention to detailattention to detail!!
 Last, but certainly not least,Last, but certainly not least, celebratecelebrate the end of thethe end of the
project!project!

Towards future projectsTowards future projects
A “A “lessons learned” sessionlessons learned” session is an opportunity for theis an opportunity for the
project team to reflect on what went well, whatproject team to reflect on what went well, what
didn’t, and what could be done differently in future.didn’t, and what could be done differently in future.
Focus on the positives as much as the negatives.Focus on the positives as much as the negatives.
One of the happy side effects of having created all theOne of the happy side effects of having created all the
project documents, from project plan to issue lists, isproject documents, from project plan to issue lists, is
that theythat they make managing multiple or futuremake managing multiple or future
projects much easierprojects much easier..

Credits and notesCredits and notes
This course was prepared for the 2014 Summer SchoolThis course was prepared for the 2014 Summer School
of the Immanuel Kant Baltic Federal University by Konstantinos MARKOULAKIS,of the Immanuel Kant Baltic Federal University by Konstantinos MARKOULAKIS,
who drew heavily on the excellentwho drew heavily on the excellent
‘‘The Principles of Project ManagementThe Principles of Project Management’ by M. Williams and’ by M. Williams and
‘‘Effective Project Management (7Effective Project Management (7thth
ed.)ed.)’’ by R. Wysocki.by R. Wysocki.
Additional material from the TACIS – INOGATE Project 96.07 (Additional material from the TACIS – INOGATE Project 96.07 (www.inogate.orgwww.inogate.org),),
in which the lecturer held a key position, served as a case study.in which the lecturer held a key position, served as a case study.
Konstantinos MARKOULAKIS holds Master’s degrees in European Community Law from theKonstantinos MARKOULAKIS holds Master’s degrees in European Community Law from the
University of Brussels (License spéciale avec Grande Distinction) and in International LawUniversity of Brussels (License spéciale avec Grande Distinction) and in International Law
from the University of Bristol (LL.M.) under academic scholarship from the A. Onassisfrom the University of Bristol (LL.M.) under academic scholarship from the A. Onassis
Foundation. He has been the head of international legal teams and a key expert in severalFoundation. He has been the head of international legal teams and a key expert in several
major energy-related projects of the European Commission (INOGATE) and has extensivemajor energy-related projects of the European Commission (INOGATE) and has extensive
experience in technical assistance activities and investment support in the Balkans and theexperience in technical assistance activities and investment support in the Balkans and the
former Eastern bloc regions. He has provided high-level advice to the governments offormer Eastern bloc regions. He has provided high-level advice to the governments of
Greece, Romania and the Ukraine on matters of energy legislation and foreign investments,Greece, Romania and the Ukraine on matters of energy legislation and foreign investments,
as well as to the EBRD and the EIB on several (mainly energy) projects in Moldova, Georgia,as well as to the EBRD and the EIB on several (mainly energy) projects in Moldova, Georgia,
the Ukraine and the Black Sea. He is the managing partner of a law firm based in Athens,the Ukraine and the Black Sea. He is the managing partner of a law firm based in Athens,
Greece.Greece.

International-Legal-Project-Management-Presentation

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