Managing projects in Europe and Africa: what can we learn from each other?
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Transcript of Managing projects in Europe and Africa: what can we learn from each other?
![Page 1: Managing projects in Europe and Africa: what can we learn from each other?](https://reader035.fdocuments.in/reader035/viewer/2022070315/5550cb94b4c90599308b499d/html5/thumbnails/1.jpg)
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Managing projects in Europe and Africa: what can we learn from each
other?
Maja Ferle, PMPSAS Adriatic Region
Session # ISS07
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Agenda
• Description of projects
• Issues– Scope definition– Planning– Executing, monitoring and controlling
• Lessons shared
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
The project: Business intelligence
implementation
Project managerSlovenia Core project team
South Africa
ConsultantLithuania
ConsultantDenmark
DevelopersLatvia
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Project within a program
Project manager1
Project manager2
Project manager...
Department1 Project team1
Department2 Project team2
Department… Project team...
Program manager
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Situation
Budget/resourcesavailable
Deadlineset
Detailed scopenot defined
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Scope
• Scope definition– Interviews with stakeholders– Used past experience
• Stakeholder feedback– Did not provide substantial feedback to the
scope statement– Project procedeed with the prepared scope
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Planning
Activity sequencing
Activity resource estimating
Activity duration estimating
WBS Activitydefinition
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Planning
• Resources– Resources that were available to work on the
project were not previously known to the project manager
– Estimates based on project manager’s previous experience
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Planning
• Program infrastructure
Commu-nication plan
Commu-nication plan RisksRisks IssuesIssues
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Executing
• African part of the project team executed behind project manager’s estimated schedule
Lesson learned: perception of time
• European part of the project team executed close to project manager’s estimated schedule
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Monitoring
• Earned value diagram
0
50
100
150
200
250
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
PV
AC
EV
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Replanning
• Using early lessons learned– Better understanding of the resource work rate
• Reduce scope– To make up for time lost
• Deadline extended– Due to dependencies on other projects
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Executing after replanning
• Teams performed much more closely to the schedule
• Lack of proactiveness from team members
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Monitoring
• Earned value diagram after replanning
0
50
100
150
200
250
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
PV
AC
EV
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Cultural differences
• Reluctance to communicate between African and European teams
• Initial distrust of overseas team members
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Lessons shared
• Lessons learned from the European part of the team– Stakeholder involvement is required– More communication within the team and
outside of the team
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Lessons shared
• Lessons learned from the African part of the team– Avoid burnout by not working
overtime– Prioritize personal time and
work time– Adapt to the local way of living
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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2008 Permission is granted to PMI for Congress attendee use only
Contact Information
• Maja Ferle, PMPSAS Adriatic Region
• Email: [email protected]
Session # ISS07