International Legal Project Management Konstantinos MARKOULAKIS, Lic. Spec., LL.M.

International International Legal Legal

Project ManagementProject Management

Konstantinos MARKOULAKIS, Konstantinos MARKOULAKIS, Lic. Spec., LL.M.Lic. Spec., LL.M.

International Legal Project Management International Legal Project Management 22

What is project management?What is project management?

A project is distinguished from regular work A project is distinguished from regular work in that it’s a in that it’s a one-time effortone-time effort

to change things in some wayto change things in some way..

Project management is Project management is everything you need to make a project happen everything you need to make a project happen

on on timetime and within and within budgetbudget to deliver the needed to deliver the needed scopescope and and qualityquality..


The project balance quadrantThe project balance quadrant


StakeholdersStakeholdersStakeholders are the people who feel that the project Stakeholders are the people who feel that the project

might might affectaffect them and them 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 and so 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 and to people who will be affected and actively actively seek outseek out those who you think will care most. those who you think will care most.UnderstandUnderstand their concerns and think about how to their 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 that The role of the project manager is to make sure that the different parties’ the different parties’ viewpoints are heardviewpoints are heard, ,

and that and 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 the Project success depends on the involvementinvolvement, , trusttrust and and contributionscontributions of the stakeholders. of the stakeholders.


Stakeholders: The project sponsorStakeholders: The project sponsor

The project sponsor is the embodiment of the The 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 the resides with the

project sponsor. project sponsor. The project sponsor must be actively involved and take The project sponsor must be actively involved and take

the project seriously. the project seriously. He or she equally needs to be He or she equally needs to be seniorsenior enough to have enough to have

the authority to make the very big decisions—even the 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 boardThe project board is a small group of people whose The 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 key to provide progress updates and discuss any key decisions. The role of the project manager is to decisions. 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 in Much of the true value of project management is in

communicating to the stakeholders and project communicating 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 the Ensuring 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 team Stakeholders: The project team (cont.)(cont.)

CollaborationCollaboration requires excellent communication and is requires 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 for As project manager, you’re responsible both for leadingleading the team and for the 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 forming Collaboration is about forming relationshipsrelationships. .


Stakeholders: The project team Stakeholders: The project team (cont.)(cont.)

Putting individuals together makes them a group, Putting individuals together makes them a group, but only when they can but only when they can work together effectivelywork together effectively will will

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,

is is 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 buildingThe stages that a group goes through as it becomes a The 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 be and 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 team Managing 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 a Set up a regular team meetingregular team meeting. .

Encourage team members to raise concerns or Encourage 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 of Share lots of contact detailscontact details..

Pull together a Pull together a skills matrixskills matrix. .

Create Create group spacesgroup spaces..

Be respectful of Be respectful of time and routine differencestime and routine differences. .

Invest in Invest in relationship buildingrelationship building..

Become a Become a contact hubcontact hub..

Become a Become a facilitatorfacilitator..


Hershey and Blanchard Hershey and Blanchard model of behaviormodel of behavior


CommunicationCommunication

The only thing worse than confusion The only thing worse than confusion is when there is absolute clarity is when there is absolute clarity

… over different versions of events!… over different versions of events!

Being able to communicate effectively is a Being able to communicate effectively is a key skillkey skill for any project manager. for any project manager.


Communication Communication (cont.)(cont.)

Communication is an area in which it isCommunication is an area in which it isparticularly important to particularly important to

understand understand organisational cultureorganisational culture. .

AskAsk the people you’re trying to communicate the people you’re trying to communicate with whether your communication is actually with whether your communication is actually working —don’t just keep doing what you’re working —don’t just keep doing what you’re

doing, and risk having everything explode at a doing, and risk having everything explode at a later date.later date.


Forms of communicationForms of communication

Interpersonal Interpersonal

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 that Whatever 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’s If 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 of Presentations 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 of Similarly, turning a team meeting into a series of one-to-one discussions with individual members isn’t one-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.


General communication guidelines General communication guidelines (cont.)(cont.)

Some methods support different forms of Some 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-many many communication, but terrible for many-to-many discussions or conversations. discussions or conversations.

Electronic communication lends itself to Electronic communication lends itself to misunderstandingsmisunderstandings, particularly when a difference of , particularly when a difference of opinion occurs. opinion occurs.



Assess people’s expectations of each Assess 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-urgency a high priority, others believe that it’s a low-urgency form of communication, and that if something’s form of communication, and that if something’s important, people will pick up the phone and actually important, people will pick up the phone and actually talk to one another. Don’t try to impose your talk to one another. Don’t try to impose your preferences on others, but understand theirs so you preferences on others, but understand theirs so you can communicate more effectively. can communicate more effectively.



Have a Have a team discussionteam discussion about communication to about communication to identify personal preferences. identify personal preferences.

Draft a simple Draft a simple communication plancommunication plan outlining outlining channels and forms of communication, frequency of channels and forms of communication, frequency of communication and parties involved. The communication and parties involved. The communication plan should cover everything from communication plan should cover everything from monthly email updates to daily meetings (for the monthly email updates to daily meetings (for the project team) and fortnightly board meetings (with project team) and fortnightly board meetings (with the project board). the project board).


Improve the efficiency of emailImprove the efficiency of email Write a Write a good subject linegood subject line. . Indicate the Indicate the action neededaction needed. . Place a Place a summarysummary at the startat the start of your email. of your email. If you need something done, set a If you need something done, set a clear deadlineclear deadline. . Use Use lists and bullet pointslists and bullet points. . Be specific about responsibilitiesBe specific about responsibilities and make it very and make it very

obvious who’s meant to take ownership for a task or obvious 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 to Know when to step outside of emailstep outside of email! !


FeedbackFeedback

Make sure that everyone knows how to Make 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, and great 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 meetingsanonymous “ideas box” (or webpage)anonymous “ideas box” (or webpage)

informal meetings and contacts informal meetings and contacts


The project cycleThe project cycle


Initiating: GeneralInitiating: General

If Initiating isn’t done right, you often end up in a If Initiating isn’t done right, you often end up in a situation where the project team members have situation 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 you Good 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 to Initiating 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 documentDraft a document summarising: Draft a document summarising:

the project’s the project’s objectiveobjective (what you’re trying to (what you’re trying to achieve) achieve)

the key the key deliverablesdeliverables (how you’re going to achieve (how you’re going to achieve the objective) the objective)

the overall the overall rationalerationale for the project (why you’re for the project (why you’re undertaking it) undertaking it)

the initial the initial timings timings (when it will be achieved) (when it will be achieved) the initial the initial organisationorganisation (who is involved) (who is involved) key key assumptionsassumptions and and constraintsconstraints success criteriasuccess criteria. .


Definition of project objectivesDefinition of project objectives

The objectives should be The 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, you The key feature is that at the end of the project, you should be able to say “yes, we did that” or “no, we should 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’s the 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 deliverables Plan the project timeline, listing major deliverables against the week or month in which they’ll be against 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 to the project into pieces small enough to work with. work with.

Identify Identify dependenciesdependencies. . Estimate how longEstimate how long each piece will take. each piece will take. Add some Add some contingencycontingency. . Consider the Consider the risksrisks. . Present Present 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 project Break the single end-goal of your project into into 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 the Identify the dependenciesdependencies::which deliverables depend on other deliverables, which deliverables depend on other deliverables,

forcing a sequential implementation.forcing a sequential implementation.

resource dependency resource dependency oror

work that by its nature work that by its nature demands to be done in sequence. demands to be done in sequence.



Build an initial project Build an initial project scheduleschedule. .

The person (or subteam) The person (or subteam) who will actually undertakewho will actually undertake a a given piece of work should create the estimates, given piece of work should create the estimates,

so that the estimate can be so 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?

Use Use experienceexperience Break downBreak down the deliverables further the deliverables further Use Use 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 a Use a rolling wave approachrolling wave approach that gives very rough, broad-based estimates that gives very rough, broad-based estimates

for any deliverable that’s too far out to estimate for 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 in and estimating properly, the work that’s coming in the immediate future. the immediate future.



Add Add contingencycontingency, ie. extra time , ie. extra time that is incorporated in the schedule to cover that is incorporated in the schedule to cover

unexpectedunexpected events as well as events as well as expectedexpected events events that will have an impact on the schedule that will have an impact on the schedule

(task switching, other work, personal commitments).(task switching, other work, personal commitments).

Add contingency to Add contingency to risky tasksrisky tasks. .

Contingency is another concept that is Contingency is another concept that is often misunderstoodoften misunderstood by project stakeholders. by project stakeholders.



Create a Create 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 the first on the likelihood likelihood of its occurrence of its occurrence

(how likely is it to actually happen?) (how likely is it to actually happen?) and then on its and 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 risk Decide 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).


Planning: Step 6Planning: Step 6The The 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 chunks manageable chunks

scheduleschedule: timing of the deliverables, based on the : timing of the deliverables, based on the estimates you’ve compiled estimates you’ve compiled

assumptions and constraintsassumptions and constraints: the circumstances or : the circumstances or factors you’ve assumed to be true, and that you’ve factors 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.



A A plan reviewplan review is a short meeting is a short meeting (of not more than 30 minutes) in which (of not more than 30 minutes) in which

you review the project plan you review the project plan with a with a specific group of stakeholdersspecific group of stakeholders, ,

taking people through the plan at a high level, and taking 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 to Take advantage of these meetings to clear upclear up any any 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 which You find yourself in the midst of a project for which no planning has been done, but a final deadline no 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 the Break down the deliverablesdeliverables, gather the , gather the estimatesestimates, ,

and decide how much and decide how much contingencycontingency you’d have liked you’d have liked to have. to have.

Remember the Remember the balance quadrantbalance quadrant. . AskAsk for time or other resources. for time or other resources. Take the Take 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 is That individual is personally responsiblepersonally responsible and and accountable for making it happen. accountable for making it happen.

That individual will either That individual will either work alonework alone on the on the deliverable or will deliverable or will co-ordinateco-ordinate the work of the others the work of the others involved, will involved, will escalateescalate issues to the project manager issues to the project manager

if it looks like things are going off-track, and will if 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 and to the pieces of work that you and your team will be focusing on your 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 that with the deliverable owners, making sure that

they walk away from the meeting they walk away from the meeting knowing their next stepsknowing their next steps..


Executing: The RASCI matrixExecuting: The RASCI matrixThe RASCI matrix defines the involvement of individuals The 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?

Percentage Percentage 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 time compared 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 on they 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 the Unidentified or unmitigated risks are handled at the level of the project manager, the project team or the level 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, a a completely different tackcompletely different tack may be needed may be needed

to achieve the project itself.to achieve the project itself.


Controlling: “Issues”Controlling: “Issues” (cont.)(cont.)

Issue lists are used to Issue lists are used to keep trackkeep track and and help with help with assigning ownershipassigning ownership of issues. of issues.

They also help in building records and experience They also help in building records and experience for for future projectsfuture projects..


Controlling: verification vs validationControlling: verification vs validation

Verification is checking that you have delivered what Verification is checking that you have delivered what you intended. you intended.

Validation is checking that whatever you are delivering Validation is checking that whatever you are delivering is actually going to have the intended is 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, within even if you are delivering everything on time, within

budget, and to the correct scope and quality. An budget, and to the correct scope and quality. An average project manager cares about making the average project manager cares about making the

project happen; a great project manager cares about project happen; a great project manager cares about delivering what the customer really needs—not delivering 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 or the project, presenting the product or

process that has been delivered, process that has been delivered, based on the based on the success criteriasuccess criteria that were agreed in the Initiating that were agreed in the Initiating phase and possibly amended in the later phases of phase 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 before before the project can be officially closed.the project can be officially closed.

Complete the final tasks and deliverablesComplete the final tasks and deliverables that were that were agreed to. Pay agreed to. Pay attention to detailattention to detail! !

Last, but certainly not least, Last, but certainly not least, celebratecelebrate the end of the the end of the project! project!


Towards future projectsTowards future projects

A “A “lessons learned” sessionlessons learned” session is an opportunity for the is an opportunity for the project team to reflect on what went well, what project 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 the One of the happy side effects of having created all the

project documents, from project plan to issue lists, is project documents, from project plan to issue lists, is that they that they make managing multiple or future make managing multiple or future

projects much easierprojects much easier..


Credits and notesCredits and notes This course was prepared for the 2014 Summer School This 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 excellent who 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.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 the Konstantinos MARKOULAKIS holds Master’s degrees in European Community Law from the University of Brussels (License spéciale avec Grande Distinction) and in International Law University of Brussels (License spéciale avec Grande Distinction) and in International Law from the University of Bristol (LL.M.) under academic scholarship from the A. Onassis from 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 several Foundation. 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 extensive major energy-related projects of the European Commission (INOGATE) and has extensive experience in technical assistance activities and investment support in the Balkans and the experience 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 of former 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 Konstantinos MARKOULAKIS, Lic. Spec., LL.M.

Documents

Transcript of International Legal Project Management Konstantinos MARKOULAKIS, Lic. Spec., LL.M.