How to Motivate and Empower Globally-Competitive Teams of Content Professionals
MANAGING PROJECTS WITH GLOBALLY DIVERSE PROJECT TEAMS
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Transcript of MANAGING PROJECTS WITH GLOBALLY DIVERSE PROJECT TEAMS
MANAGING PROJECTS WITH GLOBALLY DIVERSE PROJECT TEAMS
FRANK GORMAN CS MAGProfessional Awards MAGPMI Leadership Institute GraduatePast Chair PMI-DVC
Introduction
The growing multi-national business environment requires projects that are global in scale
The increasing recognition of need for good project management practices around the globe presents opportunities
Technical expertise is spread throughout companies and the world. The best people are not necessarily in the same place
The project team is increasingly globally diverse as a result of the above factors
What is a global project?
A project that is managed from one location and implemented elsewhere
Geographically dispersed project team Cross currency budget complexities Multi-national regulatory bodies Political issues Cultural issues
Exercise # 1
List the top 5 reasons why a global project might fail. Give reasons specific to global projects.
Why do global projects fail?
Failure to recognize that global projects are different Different management models must be considered
and may be necessary for the project as a whole or in specific locations
Culture and customs and the failure to account for them
Micro-management from corporate HQ Not to be overlooked – Time Differences
The International Project Team
Sponsors:– Senior sponsorship
You may have multiple sponsors organizationally You may have multiple sponsors geographically
– Mergers, acquisitions and divestiture sponsorship issues. A good thing or a bad thing?
– Sponsors must have a stake in the project
The International Project Team
The Project Managers– May be a Program Manager– Several peer leaders at the
various locations – Some teams must be local
even with improved communication technology
– The leaders must function as a tightly synchronized team
– Overall responsibility may change from leader to leader as the project progresses if implementation is sequential
Characteristics for Project Managers:
– Previous international project leadership experience
– Cultural sensitivity– Corporate political problem
solving skills– The ability to work with minimal
supervision– Communication skills– Language skills– A willingness to travel
The Project Team
Multilingual skills are always of value Cultural sensitivity skills for teams operating
away from their base are important International travel experience Flexibility For local implementation teams, no special
skills may be required
Exercise
List 5 unique items to include in a Global Project Plan
The Project Plan
Time must be added for staffing the project Add cost for translation skills where necessary Account for exchange rates Significant travel budget Add cost for communications Risk assessment is broader Communication plan should be more significant than
normal
Summary
The Project Manager who is implementing on a global or international scale must bring an extra set of skills with them
Project Managers with the right political savvy and a sense of cultural sensitivity can actually enhance the project
Global Project skills are marketable! The company is looking for two things in a Project
Manager – complete the task on or ahead of time and within the budget