Pustina

Project Management Consulting

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■ Introduction■ Examples of Global Projects■ Key Areas and Issues§ Team§ Communication Plan§ Metrics & Reporting§ HR and Culture§ Finance

■ Questions & Answers


■ Petr Pustina (Senior Consultant)■ Background§ 15+ years experience in Consulting and Program &

Project Management

§ Private and Government Organizations

» US & Canada, EU, Czech Republic

» Forestry, Mining, Energy, Logistics, Health Insurance, Banking (& Insurance), US State and Federal Government, Czech Government, Integrated Manafucturing

§ Business Consulting, Business Process Improvement, Organization Transformation & Integration, Business Continuity Management


■ Global Workforce Reduction§ EMEA, Asia-Pac, Americas§ 47 countries§ Over $100 million

■ IT Consolidation§ EMEA & US§ 10 countries§ Over € 15 million, exluding Capex

■ ERP at Middle East Telecom§ UK & Middle East§ 4 countries§ Over £ 50 million


■ Traditional vs. Virtual§ Virtual Teams are Teams of people who primarly interact

electronically and who may meet face-to-face occasionally

■ Reasons for Virtual Teams§ Not physically collocated§ Not practical to travel to meet§ Different time zones§ Limitt travel costs§ Reduce commute (work/life balance)

■ Technology to Support Virtual Teams§ Network of people supported electronic links (like network

nodes) to mediate interactions § MS NetMeeting & LiveMeeting, Interwise, WebEx, others…§ Virtual Teams = Teams + Electronic Links + Groupware


■ Strategies for Virtual Teams§ Hold initial face-to-face meeting§ Have periodic face-to-face meeting to resolve

conflicts and maintain team cohesiveness§ Establish clear code of conduct or ground rules § Motivate (reward and recognize performance)§ Use visuals§ Use caution in tone and language

■ Benefits§ Work from Anywhere at Anytime§ Skills can be obtained from anywhere§ Project expenses significantly reduced

or eliminated§ No commute time


SituationAssessment

Strategy Development Implementation Solicit Feedback

Stag

eD

eliv

erab

les

• Evaluate the environment

• Establish goals

• Develop Global Communication strategy and plan

• Integrate Global Communication timeline into project plan

• Execute communications plan

• Measure the results of the communications program

Task

s

• Implemented communications program through the vehicles and in line with the timeline

• Communications training and supporting materials

• Communications objectives

• Baseline communications assessment

• Global Communications considerations

• Communication matrix by audience, vehicle, message, timing

• Communications milestones by Program/Region/Country

• Feedback survey

• Interview guide

• Survey and Interview results


■ Global Needs§ Communicate, with clarity, to key stakeholders

the status of the program and/or project, leading to decisions and actions that can make the difference between success and failure

§ Identify the warning signs that a program and/or project is veering off course and implement measures that will put it back on track

Metrics & Reporting

ScopeResourcesBusinessCase Benefits

StakeholdersCommunication

KT Work& Schedule

Migration Work& Schedule

Legend: Yellow - WARNING - corrective action required in

the near term

Green - STAY THE COURSE - no corrective actionrequired

Red - URGENT - corrective action required immediately


Metrics & Reporting


Metrics & Reporting

■ Throughout the project, there are

number key management threads

that need to be constantly managed to ensure successful

outcome


Country 1

Country 2

Country 3

Country 4

Country 5

Country 6

Region 2

Region 1

Each country submits a dashboard to the regional office on Monday evening.

On Tuesdays, each Region conducts phone calls with the countries to review their dashboards. The most important items are summarized onto a regional dashboard and it is submitted to the PMO on Tuesday evening.

On Wednesday, the PMO conducts phone calls with each Region to review their respective dashboards. The most important points are summarized and compiled into a Steering Committee Dashboard. The project manager presents this dashboard to the Steering Committee at a weekly check-in meeting.

SteeringCommittee


Operational Execution

Issues Resolutions &

Decisions

Communication& Change

ManagementPlan

ON PLAN•Implementation plan approved•List of employees received and verified

ISSUES

OUTSTANDING

ON PLAN

ISSUES

OUTSTANDING

ON PLAN•Coffee talk with employees preview for 3rd September

ISSUES

OUTSTANDING

% complete today: --%On track (yes/no):ON PLAN•List received and verified•Separation template preparation in progressISSUES•All questions are clarified. The contacts are established with the consultant•One employee is on vacation - need to wait for his return (30th August)

OUTSTANDING•Need to define how to reach agreement with employee who is on LOA (before the contact with he employee)

YellowGreen GreenGreen


Metrics & Reporting

■ Project Dashboard§ Will enable you to predict project outcome§ Will facilitate better communication by

translating project status into executive decisions and actions§ Depicts the state of project using “traffic signal”

concept§ Functions as built-in agenda for steering

committees§ Focuses attention on key project issues§ Acts as a catalyst for decisions and actions that

will make the difference in business results


■ HR Administration§ Statutory requirements & Local laws§ Visas, permits, insurance § Local administration§ Staff Rotation

■ Culture§ Languages§ Working environment§ Briefings and educating§ Culture shock


PMO

“Delivery”

PMO Manager“Direction”

Steering Group“Guidance”

Program SponsorOr ExecutiveCommittee

“Owner”

ProjectManager

ProjectManager

ProjectManager

ProjectManager

ProjectManager

The place of the PMO in the organization of the project is critical to its success.

It is important from a number of perspectives; Global governance, leadership, sponsorship from stakeholders and HR administration issues.


■ Finance§ Statutory requirements§ Tax treaties§ Tax impact on project staff§ Currency conversions & issues§ Vendor Management § Local contracts§ Expense policies§ Asset Management

■ Benefits§ Measurable & Tracked§ Avoid pitfalls§ May be included on Dashboard


ANY QUESTIONS?

Pustina

Documents

Transcript of Pustina