This document discusses managing successful global projects. It describes key drivers of globalization like market consolidation and new technologies. Effective global project management requires skills like cultural sensitivity, communication, and flexibility to overcome challenges related to virtual teams, communication across cultures and time zones, and developing cultural intelligence. The document provides tips for planning global projects through country studies, feasibility assessments, and developing global project plans. It also offers suggestions for leading virtual teams, strategic communication, global project control, and building cultural awareness.
Globalization issues in project managementMenakapriyaM
Globalization issues in project management: Evolution of globalization- challenges in building global teams-models for the execution of some effective management techniques for managing global teams. Impact of the internet on project management: Introduction – the effect of internet on project management – managing projects for the internet – effect on project management activities. Comparison of project management software’s: dot Project, Launch pad, openProj. Case study: PRINCE2.
Globalization issues in project managementMenakapriyaM
Globalization issues in project management: Evolution of globalization- challenges in building global teams-models for the execution of some effective management techniques for managing global teams. Impact of the internet on project management: Introduction – the effect of internet on project management – managing projects for the internet – effect on project management activities. Comparison of project management software’s: dot Project, Launch pad, openProj. Case study: PRINCE2.
Presentation describes about process planning procedures & software project management methods employed in Infosys with reference from Textbook "Software Project management in practice by Pankaj Jalote"
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
Presentation describes about process planning procedures & software project management methods employed in Infosys with reference from Textbook "Software Project management in practice by Pankaj Jalote"
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
Welcome to “Managing Small Projects in 6 Basic Steps” In the next 10 minutes I will present a simple, but powerful approach to managing small projects. This is project management for the rest of us. Those whose title does not include “project” or “management”. It is for all of you “part-time PMs” Many of us have a list of projects we are assigned. We don’t work full-time on any one of these projects. Some of them are tied to objectives on our objectives. Some of them involve our peers or members of other teams. For the most part, we weren’t provided a lot of information about the project, just that it needs to be done.
Social Media: Delivering for Project Management?Trevor Roberts
Presentation given to Projekt Management Austria conference, PMA Focus, on 18th October 2012.
<br />
Abstract:
Social media offers us new ways of communicating and new ways of connecting with people. An important part of project management is effective communication, so at first glance social media should be able to help us deliver our projects. But is this really the case? Do the methods of social media, and the ethos behind it, really assist us in bringing in projects on time, on budget, at the required quality? Can tweets really help deliver a project?
At first glance, the worlds of project management and social media would appear to be very far apart. The ethos of each can seem to be in direct opposition to the other, leading to strong questions as to how they can ever hope to be used together.
For example, project management is traditionally formal and defined - it deals with the assignment of work, monitoring and control of that work, and rigid reporting routes. Social media, by contrast, is designed to allow conversations, information sharing, and collaboration with self-selecting groups.
The truth is, while project management can have its formal structures, it is also at its heart about effective communication. In the past we have used strict methods of delivering this communication to ensure it is timely, accurate, and effective - but couldn't the tools of social media, which is all about communication - allow us to improve on this?
This talk will look at the new possibilities provided by social media, and try to understand how, and if, they can be brought together with project management to provide effective tools. We will look at the different technologies that exist under the social media banner, such as blogs, Twitter, and business networking like LinkedIn, and try to define if they are really offering improvements to the way we currently work, or if they instead present revolutionary changes that require a wholesale re-evaluation of how we manage our projects.
By the end of this talk, I hope to enable you to make sensible judgements about which social media tools you can start using right now to improve your project management, and to answer the important question: is social media really delivering what project management needs?
10 reasons why projects fail or common mistakes to avoidMarianna Semenova
The goal of this presentation it to summarize practical experience and theoretical knowledge to outline 10 main reasons for the projects failure and common mistakes you can avoid on your projects to make them succeed. I hope you will find good tips and a valuable practical advice while reviewing it.
Project failure tends to be embedded in a project from the start. There is a spectrum of failures from complete collapse to a range of lesser failures associated with behind schedule and over budget. The reasons are all too well known. Yet the lessons from project failures are not being learned and the behaviours that give rise to failures continue to persist. Project failures will continue to occur until the reasons and behaviours are explicitly understood, acknowledged and addressed.
The reasons for project failure across project phases include:
Requirements
• Poor initial requirement definition
• Poor requirements validation
• Poor management of requirements
• Requirements not linked to business benefits
Solution Design
• Solution design not validated
• Solution design not linked to business needs
• Solution design too complex
• Solution design does not capture necessary complexity
• Solution design based on unproven technology
• Solution not implementable
• Underlying business processes not defined adequately
Estimation
• Errors due to limitations in estimating procedures
• Failure to understand and account for technical risks
• Deliberate underestimation/misrepresentation of costs
• Poor inflation estimates
• Top down pressure to reduce estimates
• Lack of valid independent cost estimates
Project Management
• Lack of program management expertise
• Mismanagement/human error
• Over optimism
• Schedule concurrency
• Program stretch outs to keep production lines open
• Lack of communication
• Poor management of change and scope creep
Development and Implementation
• Lack of competition when selecting suppliers, poor supplier selection process
• Poor supplier engagement
• Poor contract design
• Inconsistent contract management/administration procedures, too much or too little oversight
• Waste
• Excess profits by supplier, supplier overstaffed
• Supplier indirect costs unreasonable
• Inadequate resource allocation and prioritisation
• Organisation cannot handle change
Finance and Budgeting
• Business case incomplete
• Funding instabilities caused by trying to fund too many projects
• Funding instabilities caused by management decisions
• Inefficient production rates due to stretching out programmes
• Failure to fund for contingency
• Failure to fund projects at realistic cost
Studies show that many projects either fail outright or fail to meet most of their objectives. There are a myriad of possible reasons why this might be the case. Very often, organizations go looking for a culprit and sometimes blame the project manager or even the very concept of project management itself. Sometimes they decide to “fix” the problem by getting all the project managers certified. Or they decide to standardize on a certain tool. And while certification and standardization are laudable things, they do not necessarily address the central problem or problems. This presentation will discuss the top ten reasons why projects fail and briefly discuss solutions to each problem. We will see how such areas as estimates, scope and “the accidental project manager” contribute to the problem.
Personality development is actually the development from the organized pattern of attitudes and behaviors which makes an individual distinctive. A quick definition could be, personality is composed of the characteristic designs of feelings, behaviors and thoughts which make a person special.
The technologies and people we are designing experiences for are constantly changing, in most cases they are changing at a rate that is difficult keep up with. When we think about how our teams are structured and the design processes we use in light of this challenge, a new design problem (or problem space) emerges, one that requires us to focus inward. How do we structure our teams and processes to be resilient? What would happen if we looked at our teams and design process as IA’s, Designers, Researchers? What strategies would we put in place to help them be successful? This talk will look at challenges we face leading, supporting, or simply being a part of design teams creating experiences for user groups with changing technological needs.
February 13 | Facilitation for adaptation policy makersNAP Global Network
Presentation by Blane Harvey, NAP Global Network, as part of the NAP Global Network's Targeted Topics Forum on “Troubleshooting for NAP implementation and building support for the NAP process through strategic communications” held in Stone Town, United Republic of Tanzania, in February 2019.
An exhaustive primer on Due Diligence for Mergers & Acquisitions, using examples from my career in law as well as a Corporate Development leader at Microsoft & Samsung Electronics. Covers prep, leveraging external vendors and focus on interaction and engagement with the target.
Ping me with questions and let me know what you thought!
https://www.linkedin.com/in/danny-b
CPWF, Research into Use (RIU) inception / review workshop, Bangkok, 25-28 Oct. 2011, Communication and knowledge Management in support of your research, Michael Victor
Localization Maturity Model - the Reactive Stages.
We understand that most organizations do not have the time and internal resources to focus on process management and improvement on their own. Language Solutions Inc. has developed the Client Mentor Program™ to work side-by-side with our clients, guiding and empowering them to take an active role in their globalization and localization initiatives. This assistance and the tools for clients are offered for your success as your translation needs and management of those needs grow.
The LSI Global Communication Maturity Model™ 2.0 shows an enhanced view of the stages through which organizations will progress when implementing a global communications strategy. Each stage represents a point in time when an organization faces unique challenges that must be met and built upon in order to move forward on their global business path.
http://www.langsolinc.com/translation-quality-standards/localization-maturity/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
2. About HTECH
• MBE Training and Consulting Company
• Leaders in Business Analysis, Project Management,
and Leadership Development
• Core Services
– Strategic Business-Technology Assessments
Business Technology
– Specialized Staff Augmentation
– Learn-and-apply Training
pp y g
• Strength in Healthcare / Construction /
Manufacturing
• Headquartered in Indianapolis, Indiana
• Founded in 1999, and growing
• Alliances with Purdue and Vincennes University
4. Why Globalization and the need for
Effective Global Project Management?
Market consolidation
Market lib li ti
M k t liberalization and privatization
d i ti ti
New technology
gy
Free trade and globalization of economies
Regulations and trade barriers
Free globalization of communications
F l b li ti f i ti
5. Approaches to Globalization of Business
Globalization of business can be defined as—
Integrating business activities across
geographical and organizational boundaries
Having the products services and facilities to
products, services,
serve markets anywhere
Performing business on an international basis
with a market-centered focus
6. Approaches to Globalization of Business
TWO Key Business Management strategies --
Global Business Strategy
Emphasis on localized marketing strategy
Utilization of local resources in management
Decision making is decentralized
g
International Business Organization
Emphasis on global marketing strategy
Utilization of centralized resources in management
Decision making is centralized
g
7. What is a Global Project?
A “global p j
g project” can be defined as a
project whose activities are performed in
multiple countries. The project team is
typically composed of members from more
f f
than one country.
8. What makes a Global project unique?
Culture Language and
communication
O rganizational Political
structure Systems
Tim
st
Co
e
Legal and
Time zone
regulatory
differences
systems
Scope
Finances
I nfrastructure (currency,
taxes, and
so on)
9. Global Project Manager Skills
Professional
P f i l Political
P liti l awareness
(managerial and/or Conflict resolution
technical) Leadership
Business
B i Communication
management
knowledge Negotiation
Cultural sensitivity
C lt l iti it Social skills
Sense of time Flexibility
Listening Stability
Reflective
Active
10. Blending the Art and Science of
Global Project Management
The Science of Project Management
alone does not guarantee success!
g
11. Planning tips for Global projects
Successful planning strategies for global initiatives --
1. Define or understand the business case for the global
g
project
2. Perform a “country-specific” industry study
3. Perform a “global project” feasibility assessment
4.
4 Identify global project risks (threats and opportunities)
5. Develop the detailed global project plan
12. Planning tips for Global projects
Performing a country-specific study--
1. Interview knowledgeable sources
• Personal contacts within country(s)
• Outside parties or consultants
2.
2 Assess the following elements within a country
• Political System
• Legal and fiscal framework
• Local taxes, tariffs, and other costs
• Business environment
• Infrastructure and logistics
• Local raw material availability
• Marketing and distribution channels
13. Planning tips for Global projects
Performing a global project feasibility assessment -
Technical capabilities of partners or subcontractors
Sources for equipment and construction materials (track
record, capability, reliability)
Transport of goods and materials
T t f d d t i l
Availability of local employees and prevailing wages and
labor laws
Requirements and costs for expatriate employees
Procurement and contracting requirements
Availability of local legal, accounting, and other expertise
Costs of office, manufacturing, warehouse, and/or other
facility leasing
14. Planning tips for Global projects
Developing the detailed global project plan -
Form a global project team
Work with stakeholders to understand/interpret the global project
requirements and the scope of the global project
Develop a global-centric work breakdown structure (WBS)
Determine preliminary costs and develop a schedule
Develop global subsidiary plans
Establish a baseline (cost, timeline, and scope) with risk
contingency reserves factored in
15. Global Project Management Challenges
COMMUNICATION ISSUES with a Virtual Team:
Time zones
Scheduling meetings is more difficult
Email exchanges may not always be the best medium for
immediate responses
Language
Communication across individualist and collectivist cultures
Words and expressions may not translate well
Culture
Different work behaviors in different countries
Potential reluctance of some team members to share details of
their
th i part of the plan
t f th l
Reward systems may be different
16. Global Project Management Challenges
COMMUNICATION ISSUES with a Virtual Team:
Conflict Management
Scheduling meetings is more difficult
Email exchanges may not always be the best medium for
immediate responses
Language
Communication across individualist and collectivist cultures
Words and expressions may not translate well
Culture
Different work behaviors in different countries
Potential reluctance of some team members to share details of
their
th i part of the plan
t f th l
Reward systems may be different
17. Tips to Overcome Challenges
FOUR key areas to maximize your success with global projects --
1. Leading a Virtual Team
2. Developing communication strategies
3. Controlling the Project
4. Developing Cultural Intelligence
18. Tips to Overcome Challenges
1. Leading a Virtual Team
Create a “sense of team” when working across distances
Resolve conflicts and reaching consensus when
discussions are asynchronous
y
Find time for synchronous communication that respects
personal time boundaries
Respond to the need for regular communication; otherwise
conflicts can build silently
Synchronize the working hours of groups that need
constant interaction
Establish home-office linkages to company servers
E t bli h h ffi li k t
19. Tips to Overcome Challenges
2. Developing Communication Strategies
Perform a thorough stakeholder analysis
Use PM industry standards
PMI, IPMA, Prince II
Produce naming conventions
Determine where project information will be stored and
who can access it
Share Point, Network directory
Triple check all communications
Write it, Say it, Recap it
, y , p
20. Tips to Overcome Challenges
3. Controlling a global project
Create sub project teams
Establish a governance team or project steering
committee
Coordinate rather than control
Maximize your accessibility
Feedback instead of advice
Decisiveness, but not intrusive supervision
Lead with patience but not slothfulness
Honesty rather than manipulation
y p
Consensus decision-making when appropriate
Frequent risk management assessments
21. Tips to Overcome Challenges
4. Developing cultural intelligence
Perform a thorough country and global feasibility
assessment
Provide global p j
g project management training to entire team
g g
Meet with the entire team face-to-face at least once
Assess cross-cultural differences in leadership styles
Traditionalism versus Modernism
Particularism versus Universalism
Outer-directed versus Inner-directed
22. Useful Information Sources
Country Commercial Guides (prepared by U.S. embassies
annually)
ll )
http://www.state.gov/e/eb/rls/rpts/ccg/
Embassies and consulates
http://www.embassyworld.com
htt // b ld
Organization for Economic Co-operation and Development
reports
http://www.oecd.org
h // d
World Bank, Asian Development Bank, other financial
institutions
http://www.worldbank.org
http://www.adb.org
24. HTECH Clients
Indiana Based National
Community Health Network Anthem – NGS
A th
Cummins Discover Card
Eli Lilly & Company Northrop Grumman
St. Vincent Hospital GB Manufacturing
Indianapolis Public Schools HSBC
Bucher and Christian John Deere
Software Engineering Lexmark
Professionals
Motorola
State of Indiana
TEK Systems
Vincennes University
U. S. Cellular
U. S. Alcohol, Tobacco,
U S Alcohol Tobacco and Firearms
U.S. Patent Office
Government Services Administration