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Global Projects PMI Delaware Valley Chapter Presentation March 16, 2017 John McHugh, PMP
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Global Projects
PMI Delaware Valley Chapter Presentation March 16, 2017John McHugh, PMP
Overview
In the next hour…
We will be discussing global project management.
From my portfolio of IT projects, I am using three projects over a period of 15 years as examples of how global project management evolved and asking are we improving at managing global projects?
Global Projects
Learning Objectives
Learning Objectives
Be ready as a project manager to deliver a successful Global Project
Build and develop your project management skills for Global Projects
Meet the ever-evolving challenges of Global Projects
Global Projects
Before we get started….
Has anyone be engaged in a Global Project?
What is a Global Project?
Global Projects
Let’s start with Globalization
Global Projects
What it does Globalization do for us?
Globalization“The sudden increase in the exchange of knowledge, trade and capital around the world, driven by technological innovation, from the Internet to shipping containers, thrust the term into the limelight.” In an article from the Economist, the author presents the ideas that globalization has been occurring for many years. “Some see globalisation as a good thing.Others disagree….Whether you think globalization is a ‘good thing’ or not, it appears to be an essential element of the economic history of mankind.” “When did Globalization Start?” “ The Economist - Sep 23rd 2013
Global Projects
A good book to read on Global Project Management
“Global project management provides a solid foundation of management technology to create products and services that did not previously exist but are needed to remain competitive in the global marketplace.”
Global Project Management Handbook: Planning, Organizing and Controlling International Projects – page xiii.
Global Project Management Handbook: Planning, Organizing and Controlling International ProjectsDavid I. Cleland and Roland Gareis (2006) https://books.google.com/books/about/Global_Project_Management_Handbook_Plann.html?id=N29hiSlk48wC&printsec=frontcover&source=kp_read_button&hl=en#v=onepage&q&f=false
Global Projects
What is a Global Project?
Global projects By Jean Binder “Global projects involve team members from
Each of these dimensions can contribute to the success of the team and the quality of the project deliverables, while adding challenges to project and program managers, PMOs, and the team members.”
https://www.pmi.org/learning/library/global-project-management-framework-6863
various cultures and organizations,spread in locations across countries and time zones, and speaking different native languages.
Global Projects
Global ProjectFramework
Global projects By Jean Binder
https://www.pmi.org/learning/library/global-project-management-framework-6863
Global Projects
What are Global Projects?
Another Definition of Global Projects“A global project is one whose activities are performed abroad and whose members operate in more than one country.”
“When…organizations…look beyond borders and time zones to locations and potential business partners around the world (they enable a) new worldwide focus (making) the “global project” a common feature among today's business portfolios.”
“Managing projects across the global enterprise” Conference Paper – Governance 2009 By Ravi Sahihttp://www.pmi.org/learning/library/managing-projects-global-six-challenges-6823
Global Projects
The Challenges as identified in a PMI Conference Paper
Project Managers working on Global Projects face a unique set of challenges…These planning and implementation challenges, which have the power to derail projects and cost organizations millions in resources, can be broken down into six main categories: Political/Social Economic Natural Infrastructure and Logistics Cultural Legal
“Managing projects across the global enterprise” Conference Paper – Governance 2009 By Ravi Sahihttp://www.pmi.org/learning/library/managing-projects-global-six-challenges-6823
Global Projects
10 Rules for managing global innovation
10 Rules for Managing Global InnovationBY Keeley Wilson and Yves Doz
FROM THE OCTOBER 2012 ISSUE OF THE HARVARD BUSINESS REVIEW“In 2004 we teamed up with Booz & Company to conduct a global survey that was completed by 186 companies from 19 countries and 17 sectors, with a combined innovation spend of more than US$78 billion. We draw on that work to present a set of guidelines for successfully managing global innovation projects.”1. Start Small2. Provide a Stable Organizational Context3. Assign Oversight and Support Responsibility to a Senior Manager4. Use Rigorous Project Management and Seasoned Project Leaders5. Appoint a Lead Site6. Invest Time Defining the Innovation7. Allocate Resources on the Basis of Capability, Not Availability8. Build Enough Knowledge Overlap for Collaboration9. Limit the Number of Subcontractors and Partners10. Don’t Rely Solely on Technology for Communication
These rules appeared in an article in the October 2012 issue of Harvard Business Review.
https://hbr.org/2012/10/10-rules-for-managing-global-innovation
Global Projects
Five Challenges inGlobal Projects
Five Challenges in Global ProjectsBy Siv Pensar, Aug 17, 2010As a project manager for a global implementation project, First and most crucial challenge is to make sure that local
management is committed.The second challenge is to appoint qualified local project members. The third challenge is commitment of local project members. The fourth challenge is to choose communication methods and tools. The fifth challenge is to adapt your communication style.https://www.itforbusiness.org/article/five-challenges-in-global-projects/Posted in category: 2010 Member Articles
.
Global Projects
Summary
The advent of globalization has brought about the need to manage some projects with an international focus.
This presentation will not provide a historic time line of the development of global project management.
My emphasis for tonight is on the practice of project management from an international standpoint.
.
Global Projects
SiemenseBusiness environment
First project we will look at is an eBusiness project at Siemens. In 2000 a new organization was set up called SeE - Siemens eBusiness Environment. OBJECTIVETo provide a unified look and feel across all the Siemens web sites. What was driving companies to get on the Internet?
“If you are not on the Internet in six months, then you will be out of business.”
Planned Delivery Date = December 2000 Delivered – December 1, 2000
Global Projects
Project team headquartered in Boston, MASiemens teamed up with a Dot.com business named Zefer.
https://www.tripadvisor.com/AttractionProductDetail?product=3978TOUR3&d=104828&aidSuffix=xsell&partner=Viator
Global Projects
SiemenseBusiness environmentpartner - ZEFER
Global Partnership with vendors and Siemens teams in Europe and Asia.
We were a part of history, a short lived period called the dot.com era.
Global Projects
SiemenseBusiness environment
SeE Program comprised of six projects. Additional projects were planned. Projects included Accessories and Supply, Murray Catalog, e-
Catalog, e-Payments, e-Billing and e-Utilities. The first Global Project team was assembled in New York and we
were located in Boston to develop the web solution. Over 40 programmers on this team Over a dozen additional team members made up the remaining
team positions for architecture, design and testing and project management.
Business Partners Zefer – a dot.com company. Siemens Business Services IBM and other hardware and software companies.
Global Projects
SiemenseBusiness environment
Logical Architecture
Global Projects
SiemenseBusiness environment
Summary
Is this a Global Project? YesBy today’s standard? YesSeveral time zones? Yes.Several languages? English was primary but translations were needed for our German teams. Web site needed translations into several languages.
Regulatory impact? United States and European Union regulations.
Global Projects
SiemenseBusiness environment
Summary
More than one currency? United States and European Union initially Calculations in Multiple Currencies. * If you use the euro, be aware that there are special rules
governing exchange with the currencies of its member states. The 11 member states had their National Currency Unit (NCU) rates fixed as of 1 January 1999. Conversion between the NCU rates and the euro is governed by Articles 4 and 5 of European Council Regulation 1103/97. This requires that intermediate results be stored to no fewer than six significant digits, with rounding and truncation not permitted. Conversions must use division, not multiplication by the inverse, and exchanges between member states must be expressed in euros before the conversion.
* Using multiple currencies for global project costing by Betsey Smalley – April 2000http://www.pmi.org/learning/library/multiple-currencies-global-project-costing-3125
Cultural difference – EXAMPLE - knocking on a table rather than clapping your hands:
QUESTION: "Do all German-speaking people knock, or just some, or perhaps other Europeans in addition to German speakers do that too? On what occasions would "knockers" applaud rather than knocking?“
Responses showed a high degree of agreement: knocking is characteristic of Germans and Austrians. One source added German-speaking Swiss. It is done in academic milieu; some respondents added meetings and pubs. Opinions differed more on when "knockers" would applaud: "Applause is restricted to non- academic performances, like the theater." Someone replied that "applauding could even be misunderstood as an attempt to ridicule the lecturer.“ http://www.mrshea.com/misc/knocking_applause.htm
Global Projects
SiemenseBusiness environment
Summary
OBSERVATIONS None of the companies we worked with had a developed an e-
business strategy. None of the companies offered a dedicated marketing person to
oversee content. Our consulting partner was 100% about technology and 0% on
how to effectively use the technology to promote the business. Post project evaluation was poorly done. Lessons learned slipped
away with the re-organization of the group. New organization was formed from the SeE to become CoEE
(Center of e-Excellence) with a new direction and headquartered in Munich, Germany.
Several ZEFER employees could have provided insights to the project but were not engaged in a lessons learned discussion.
Spun off ZEFER.
Global Projects
SiemenseBusiness environment
Summary
Risk assessment was performed by Siemens and maintained in Excel.
MS Project was used for project management and a template was created from the initial project to re-use across the other projects.
Several meetings were conducted each day and status reports were circulated to all levels of the team.
A group collaboration tool was needed and an in-house tool was created.
In other words, we adapted and learned!
Global Projects
Siemenssyngo RIS product
Canberra Hospital
Second Project…version 31 of the RIS product was created by this Global Project Team.
This RIS Product was a US based product and never offered outsides the US prior to this project.
Many changes had to made to accommodate the deliverable to Canberra Hospital in Australia. This was the first global delivery for the team.
Promised - 2009 DeliveryResult - Successful deliverable in 2009.
Using syngo Workflow and syngo Dynamics in identifying the product.
Global Projects
Siemenssyngo RIS product
Click icon to add picture
Canberra Hospital Delivered in 2009
http://www.health.act.gov.au/our-services/canberra-hospital-campus
Global Projects
Siemenssyngo RIS product
Canberra Hospital
The syngo Dynamics system is a PACS software system*. As such, it never comes into direct contact with patients, but rather accepts and saves image and patient data from modality devices, and then provides the ability to review and report on studies at syngo Dynamics workplaces. Thus, the primary hazards presented by the syngo Dynamics 7.0 system are related to loss of or damage to image or patient data, and to erroneous presentation of these data. The most serious consequence of these hazards is the potential for errors in diagnosis or treatment.
The Risk Management Team evaluates the overall residual risk of syngo Dynamics 7.0 system after all mitigations as falling in the low ALARP range.
*A picture archiving and communication system (PACS) is a medical imaging technology which provides economical storage and convenient access to images from multiple modalities
Global Projects
Siemenssyngo RIS product
Regulatory Matters -QMS(QualityManagementSystem)
Australia defined RIS products as a medical device. Medical device sales to Australia are restricted to only companies that have a registered/certified Quality Management Systems (QMS). Historically, RIS was under another group within Siemens but with a re-organization occurring the RIS product no longer had a QMS.
The RIS QMS regulatory topic was added to the project.
A solution was proposed to adopt the QMS plan from another Siemens product line and within the same organization would enable market entry into Australia.
A radiology information system (RIS) is a networked software system for managing medical imagery and associated data. A RIS is especially useful for tracking radiology imaging orders and billing information, and is often used in conjunction with PACS to manage image archives, record-keeping and billing.
Global Projects
Siemenssyngo RIS product
Canberra Hospital
Risk Assessment
The Risk Management Team examined the syngo Dynamics 7.0 product using FMEA analysis. It identified 105 hazards, many with multiple possible causes. In the process of its analysis, the Team determined that the highest risk level attained by any hazard/cause combination before any mitigation was applied was 12 (one hazard), a level of risk that falls in the high ALARP (As Low As Reasonably Practical) range. Approximately 25% of the identified hazard/cause combinations were at level of risk of 8 or above without mitigation. All of the other identified hazards were at a level of 6 (low ALARP) or below before mitigation, and a significant minority were at a level of 3 (broadly acceptable) before mitigation.
The IKM DSC Risk Management process requires that mitigation measures must be considered for any hazard whose pre-mitigation risk level is equal to or exceeds 8 (medium ALARP). All of the hazards whose pre-mitigation risk level was 8 or higher were mitigated to a level of 6 (low ALARP) or less. It is the Risk Management Committee’s assessment that benefits that attach to syngo Dynamics 7.0 as a whole significantly exceed the risks posed by the product as a whole
FEMA = Failure Modes and Effects Analysis
Global Projects
Siemenssyngo RIS product
Canberra Hospital Risk Analysis
Risk Analysis The Risk Analysis follows ISO 14971:2007; it also considers further standards and regulations, including IEC 60601-1-4 (2000-04) and IEC 60601-1-6 (2006).
IEC 60601-1-4 Medical electrical equipment - Part 1: General requirements for safety - 4. Collateral standard: Programmable electrical medical systems was reviewed and no additional actions were identified.
IEC 60601-1-6 Medical electrical equipment – Part 1: General requirements for safety -4. Collateral standard: Usability. After review of the standard, we identified no new risks resulting from the usability of the device which were not already covered by the risk analysis or implemented during product Challenges, and Solutions
Global Projects
Siemenssyngo RIS product
Canberra Hospital
Risk Matrix
Probability
5Frequent 5 10 15 20
4Probable 4 8 12 16
3Occasional 3 6 9 12
6 8
1Improbable 1 2 3 4
1Negligible
2Marginal
3Critical
4Catastrophic
- Range I, Broadly Acceptable - Range II, ALARP - Range III, Intolerable
--------------------- - Risk Acceptability Level
Severity
Figure 1: Risk Matrix
2Remote 2 4
Global Projects
Siemenssyngo RIS product
Canberra Hospital
Product Development Model
Global Projects
Siemenssyngo RIS product
Summary
Canberra Hospital
How did this compare to the first global project? Again, complexity was a factor (more so in the second project). Initially a large group to manage. Invoked Scrum practice while building solution.
Created a Work Instruction to guide users in the transition Scrum Training provided in house Broke out team into Scrum teams
First project was time boxed, this project had a stronger focus on quality since we are in a medical device product group.
Customs requirements were not fully addressed in the beginning of the second project.
Finding subject matter expertise in Australian regulations required reaching out to Siemens employees in Australia for assistance.
Risk Management was a greater impact than in the first project.
RACI built into the work instruction which provided details on the project roles and when they applied.
Global Projects
Siemenssyngo RIS product
Summary
Canberra Hospital
Was this a global project? YesProject deliverables outside of the US? YesMore than one language used? Yes – Australian!Different currencies? YesAdditional regulations? Yes
Global Projects
Siemenssyngo RIS product
Summary
Canberra Hospital
RIS project budget reviews revealed a weak estimation process on resources and dates resulting in budget adjustments.
Same learning curve – on the job training. In the first project, the pulling of product data
from the catalogues was left to the last minute – dependency from the product team.
This late start could not be tolerated on the second project.
A complete set of Product data was on the Project critical path for the RIS project.
Global Projects
Siemenssyngo RIS product
Summary
Canberra Hospital
Documentation was burdensome at times. Templates were not always ready when needed. Both projects produced large volumes of project documentation.
Regulatory requirements required discussions with our Legal Department.
Approvals were a slow process with a negative impact on the project.
syngo Workflow SLR product is only available for release in the US, Canada, Australia, and New Zealand.
Global Projects
JCI Aiolos Program
Third Project…
Purpose
To move Yorkworks platform into Aiolos, a consolidated web application.
Project Management
Seven Projects comprised the Aiolos Program• Three projects based in Pennsylvania. • Other projects were located in Wisconsin and Oklahoma.• Development work located in US, India, France, and China.
Planned Delivery = May 2015Delivered – May 6, 2015 second release.
Global Projects
JCI AiolosMilwaukee, WI Release delivered in 2015
Global Projects
JCI
Aiolos Program
Summary of two of the seven projects:AirsideChillers
Airside Project - As part of the Aiolos Program this project provides an integrated selection tool for the sale of all Airside products to support the Building Efficiency division. We successfully delivered the WebSelect application as a part of the Selection Navigator solution.
Chillers Project - The Web implementation project will provide a single user interface for access to the Chillers products line. The options available to a user will be stored in and accessed from a rules engine. The user's criteria will be passed to a selection engine that will identify the available Chillers product candidates. From each candidate, a rating engine will calculate the chiller's performance ratings, and a pricing engine will provide price data. The selection engine will assemble the performance, pricing, and equipment details into a selection list, which will be sent back to the user interface. From the selection list, the user can select the Chillers solution that best meets the user's need.
Summary
This is what a product selection page looks like.
Global Projects
JCI Aiolos Program
Factors that impacted the Program
Retaining resources for the duration of the Program which extended beyond 2 years.
Product Management engagement - concern of getting product team to complete the UAT (User Acceptance Testing) and a continuing concern to ensure the most comprehensive testing plan feasible.
Change Management – reporting of bugs / enhancements / feedback - Need improvement in the manner in which we defined change requests (High-fix now, High-fix in future sprint)
Parallel development occurs to maintain the current application until the release of Aiolos. Balancing of resources between YW and Aiolos to meet business requirements
Communication plan must reach people across multiple sites.
Global Projects
JCI Aiolos Program
Factors that impacted the Program
Notify the AHRI of the product changes. The Air Conditioning, Heating, and
Refrigeration Institute (AHRI), is a North American trade association of manufacturers of air conditioning, heating, and commercial refrigeration equipment. The organization maintains technical standards, certifies products, shares data, and conducts research.
Translations – timing of when the work occurs so that it was completed before the program release. Several languages needed.
Global Projects
JCI AiolosProgram
Staffing
There were seven projects managers located in PA, WI, OK. Projects had at least three members for QA testing. Scrum meetings were conducted where development teams
were located. Scrum of Scrum meetings had participation from China, France,
India and US. One project had 47 dedicated resources and 10 partially
dedicated resources which was the largest team. There was turnover on several teams due to the long duration of
the Aiolos program. Projects were able to adjust to the personnel changes without adversely impacting the entire program.
Global Projects
JCI AiolosProgram
Development
• Program started in a waterfall method then used Scrum approach to manage development
• Documentation was developed throughout SDLC
• Resources were used on shore and off shore• Strong focus on code reviews and code
conventions• Demo and review were conducted at Sprint
Review meetings• QA testing was performed throughout Sprint
Global Projects
JCI Aiolos Program
Technology used
Framework - .Net 4.5, WebAPIUser Interface- HTML5, AngularJS, Clipone Theme, Bootstrap, JQuery
Language- C#Database- MSSQL 2012, Entity Framework 6.0
Global Projects
JCI AiolosProgram
Overview –Chiller Project Architecture
What was included in the Chiller Project Architecture• AngularJS• RESTful WebAPI• Aiolos Chillers Rules Engine (Client and Server Side)• Data-Driven Approach• Fortran Rating Engines (Black Boxes)• Possible use of cloud computing technology to increase speed
of Selections (Multiple Ratings across Product Lines)• Two Databases:
• AiolosChillers• Read-only Database for Business Data and Rules
• AiolosSelection• Cache Database to store rating and selection data
Global Projects
JCI Aiolos Program
Scrum was used and progress was communicated with the use of good graphics.
Using Scrum with four week Sprints
One Product Group – Roll Out Plan for Chillers
Global Projects
JCI Aiolos Program
Cloud ApplicationArchitecture
Cloud Architecture
Global Projects
JCI Aiolos Program
Challenges
Large volume and complexity of requirements Timing of the database conversion Unix testing problems Impact of Microsoft recommendations that came in
late. Legacy applications on very old platforms. Some of the SMEs left the company and the
replacements did not fully understand the legacy applications they were supporting.
Time Zones Organizations across product lines and locations.
Who goes first?
Global Projects
JCI Aiolos Program
Risks and mitigation
Aiolos resources were not fully committed to project • Used vendor resources to free up JCI resourcesProgram Scope changes• Adjusted project schedules for changes directed by the PMODependencies not delivered on time or not working• Coordination across project teams was mediated by working with an Integration
ManagerLoss of Functional Lead• Product teams provided knowledgeable SME Subject Matter Experts to provide
product knowledgeSelection Performance (time) and Related Operating/Hardware Costs• Evaluation of infrastructure needs and recommended upgrades were ongoing
discussionsNot providing enough time for QA to properly test • Accommodated QA by providing the time needed to test and verify
completeness• Identified the need for additional QA resources to meet the project needs.
Global Projects
JCI Aiolos Program
Summary
Was this a Global Project? YesTime Zones? Several time zonesLocations? Work performed in several countriesCurrencies? Yes, several currencies were used – also, timing of currency conversions and anticipation that there could be a devaluation of the currency during the project. Languages? Yes, several languages were used
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Summary
What we could have done better? We initially approached all three as regular non global
projects and found additional requirements as we progressed. Listen to a Project Manager with global project experience
who can relate what worked and what can be disastrous. (Does anyone disagree with this observation?)
Best practices from previous global projects could be better used in the second and third projects. Use of historical information whether the company stores that information or pulling from other companies’ experiences found on the Internet.
Using a open forum that is provided in groups such as this one – the PMI Delaware Valley Chapter.
Global Projects
Summary
Agile Manifesto
What we could have done better?Agile Manifesto: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a planhttp://agilemanifesto.org/
If you intend to use Scrum, understand how it worksand apply it.
Global Projects
Staffing Summary
On the first project our roles and responsibilities had to be quickly identified and rapidly recruited and deployed. A newly created organization was started with resources that were working together for the first time. Global project experience was rare.
On the second project very few people had worked in a global project engagement.
On the second and third projects many of the resources were in house but had operational commitments that competed for their time and attention. Scrum was introduced late but teams adjusted and embraced the changes.
On the third project some team members moved off the project due to the long duration of the program. In the interviews the candidates were asked to explain their enterprise level experience and global experience, several people had worked in a Global Project engagement.
Global Projects
Summary
Project Management Several project managers were used and coordinating their work and
approach to project management was very important. First project lacked a dedicated PMO – subsequent projects benefited from having a PMO guided by a global view of what was needed.
Cultural Shift - Moving to Scrum after project initiation was a challenge requiring Project Managers to constantly educate team members. This adjustment happened on the second and third projects.
Regulatory Demands In the second project there was a greater need to comply with regulatory
requirements. Some requirements were “progressively elaborated” as the project
progressed.
Change Management A good change management practice needed to streamline the constant
stream of change requests while maintaining momentum.
Global Projects Summary
As expected, large budgets, large staffs. Once approved, a fast paced, high pressure, high
stakes effortHigh visibility and close scrutiny by Executive
Sponsors due to the fact that so much was at stake. Schedule was criticalBear in mind – there is no cookie cutter approach,
all projects are unique. (As all PMs know Planning is the investment.)
POOR PLANNING = POOR PERFORMANCEFor team members, it was an incredible learning
experience
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Project Comparisonand Evolution
Summary
Are we doing better?There will always be surprises in any project no matter what the size of the project scope will be. A Project Manager with prior experience successfully rolling out global solutions can increase the chances of project success. Your Project Manager skills will carry you through the challenges of Global Project Management. Technology has evolved and at times makes things easier to accomplish but it comes down to people interacting with one another and how well the Project Manager can manage the team members and lead the Global Project to a successful conclusion. Remote communication has improved significantly with Skype and other VoIP (Voice over IP) services.
Global Projects
Summary
Good reading on Project Management Evolution
A PMI Conference Paper -
Project management evolution past history and future research directions
CONFERENCE PAPER 2004 By Aaron Shenhar and Dov Dvir
A Framework for Future Project Management Researchhttp://www.pmi.org/learning/library/project-management-evolution-research-directions-8348
Global Projects
Global Project Manager Skills
Global Project Manager Leadership SkillsBy Samad Aidane in Global Rollouts Deep respect for people Minimizing uncertainty Maximizing autonomy Building connections Being fair.Global Project Manager SkillsThe ability to manage tasks at any time and at any location around the globe.CONFERENCE PAPER 2007By Roger D. Beatty.http://www.pmi.org/learning/library/global-project-manager-self-assessment-7324
Also
AwarenessEssential Leadership Skills for Global Project Managers – Part 1 December 8, 2012 by samad_aidane in Global Rolloutshttp://www.guerrillaprojectmanagement.com/leadership-skills-for-global-project-managers-1
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Self Assessment Question
So…Are you a Global Project Manager?
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Review ofLearning Objectives
Review of Learning Objectives
Be ready as a project manager to deliver a successful Global Project
Build and develop your project management skills for Global Projects
Meet the ever-evolving challenges of Global Projects
Global ProjectsLinked in Group
GlobalProject Management
Web Site
Global Project Management.org
Global ProjectsFacebook
Global Project ManagementPeru
Global Project Management Closed Group
https://www.facebook.com/globalprojectmanagementperu/
https://www.facebook.com/groups/1426561600934537/
Contact Info
John H. McHugh40 Hillbrook DriveHoney Brook, PA 19344
John H McHugh Associates, [email protected]
Additional Info
John H. McHughChairman of the Board of SupervisorsHoney Brook Townshiphttp://honeybrooktwp.com/[email protected]
President, Western Chester County Council of Governments Facebook https://www.facebook.com/WesternChesterCountyCouncilOfGovernments/
References Additional reading1. Global Project Management: Keys to Success
Michael Wood - March 1, 2017 https://www.projectmanagement.com/articles/369194/Global-Project-Management--Keys-to-Success
2. 7 Tips to Managing Global Project TeamsTim Clark - October 1, 2013 https://www.liquidplanner.com/blog/7-tips-managing-global-project-teams/
3. Five Challenges in Global ProjectsSiv Pensar - Aug 17, 2010https://www.itforbusiness.org/article/five-challenges-in-global-projects/
4. Critical Inter-Cultural Success Factors in Global Project ManagementSTEVE KOGER - 01 MARCH 2008 http://www.globalprojectmanagement.org/index.php/global-project-management-framework/global-teams/cross-cultural-collaboration/103-critical-inter-cultural-success-factors-in-global-project-management
Closing Remarks
Sensitivity to other peoples culture and customs.
No room for ethnocentric approach. Stereotyping and racial biases.
Communication, communication and more communication Just because you translate the words doesn’t mean the other person understands you.
Example – Pat from Erisco
Questions What’s on your mind?
Thank you!
Contributors to this presentations
Wish to thank Phil Festa for his input to the Siemens SeE project.
Handout
Projects Presented1. SeE (Siemens eBusiness Environment) 20002. Siemens RIS (Radiology Information Systems – Canberra Hospital) 20093. Johnson Controls – Aiolos Program (Aiolos - the god of the winds) 2015
References Global Project Management
Jean Binder – 2007https://www.amazon.com/Global-Project-Management-Communication-Collaboration/dp/0566087065/ref=sr_1_1?s=books&ie=UTF8&qid=1489286455&sr=1-1&keywords=global+project+management Also, article in PMI library:
The global project management framework: communication, collaboration, and management across borders. 2009
https://www.pmi.org/learning/library/global-project-management-framework-6863Global Project Management: Keys to Success
Michael Wood - March 1, 2017 https://www.projectmanagement.com/articles/369194/Global-Project-Management--Keys-to-Success
7 Tips to Managing Global Project TeamsTim Clark - October 1, 2013 https://www.liquidplanner.com/blog/7-tips-managing-global-project-teams/
Five Challenges in Global ProjectsSiv Pensar - Aug 17, 2010 https://www.itforbusiness.org/article/five-challenges-in-global-projects/
Critical Inter-Cultural Success Factors in Global Project ManagementSteve Koger - 01 MARCH 2008 http://www.globalprojectmanagement.org/index.php/global-project-management-framework/global-teams/cross-cultural-collaboration/103-critical-inter-cultural-success-factors-in-global-project-management
Global Project Manager Self-Assessment Roger D. Beatty - 2007http://www.pmi.org/learning/library/global-project-manager-self-assessment-7324
Global Projects
SiemensRIS
Sample Risk Assessment
Global Projects
Aiolos Program
Agile MaturityModel
Global Projects
Summary
As an example…in financial transactions, interstate commerce was an issue years ago. As long as a bank or insurance company sold within the one state there was no need for Federal laws or regulations, i.e. the laws of Pennsylvania would suffice. Once you sold to Delaware that changed things.
If a US based company sells to only the US and it’s territories, which includes Alaska or the American Samoa, covering several times zones, wouldn’t that be global?
***************************************Do we have a clear working definition of Global Project Management?
.
