multinational project management presentation

8/15/2019 Multinational Project Management Presentation

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METHODS OF MANAGING

DISPARATING INTERNATIONPROJECT TEAMS IN SUCCESSFUL

PROJECTS

TEAM MEMBERS


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CONTENTSI. Introduction

II. Definition of successful international projects

III. Methods of managing disparate international

project team (DIPT)

IV. Conclusion

V. References

VI. Q & A


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INTRODUCTION

• lo!ali"ation & Moderni"ation

The need for using cross-functional and

multicultural teams on glo!al projects

• Disparate international projects in#ol#e

multiple locations$ entities$ organi"ations and

!usiness units (%ient" and Rea$ '')

• lo!al teams are those formed ! indi#iduals of different

nationalities$ *or+ing in different cultures and

organizations$ *ho gather$ in a gi#en period of time$ to

coordinate some aspect of multinational operation on a

glo!al !asis (o#indarajan and upta$ ',,)


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INTRODUCTION (cont.)

Challenges in managing such teams-

• Culture

• %anguage and communication

• Political sstem

• %egal and regulator sstem

• .inances (currenc$ ta/es)

• Infrastructure• Time "one difference

• 0rgani"ational structure

A need for appropriate methods of management


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INTRODUCTION (cont.)

In#estigating DIPT management methods in terms of 1

aspects-

• Planning • Human

• Communication

• Technology

• Risk management

2ased on !oth project manager3s and team

mem!ers3 perspecti#e


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OVERVIEW OF SUCCESSFUL INTERNATIONAL PROJECTS

• Success criteria are 4the set of principles or standards ! *hich projectsuccess can !e judged3 *hereas success factors are the set of circumstances$

facts$ or influences *hich contri!ute to the project outcomes3 (%im and

Mohammed$ ,555)

• Iron Triangle dimensions of time$ budget and specifications feature (quality) (2lane$ ,565)

• Dimensions such as the quality of the project management process and thesatisfaction of the project stakeholder’s expectations also need to !e

considered (2accarini$ ,555)

• Andersen and 7essen (''') attempted to assess project success *ith respectto the tas+8 and people8oriented aspects


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OVERVIEW OF SUCCESSFUL INTERNATIONAL

PROJECTS

Source: Authorized by the author


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OVERVIEW OF SUCCESSFUL INTERNATIONAL

PROJECTS

• Critical success factors #ar from compan tocompan$ industr to industr and countr to countr$

etc9

• A comple/ set of #aria!les$ related to the

organizational structure$ business process$managerial tools$ and most importantl$ to the

people in the organi"ation and to the *or+ itself

(:ans$ ',)


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DIPT MANAGEMENTMETHODS

I. !"##I#$ "S%C& Make sound planning at early stage

Planning acti#ities remain an essential tas+

of project management throughout the

project3s lifetime and is essential for a

successful project (:olger et al9$ ''6)


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DIPT MANAGEMENT

METHODS

lanning aspects

in 'ultilateral

rojects

Source: Holger et al., 2008


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DIPT MANAGEMENT

METHODSII. ()'"# "S%C&

*. Identify and select team members• ;nlist team mem!ers !ased on !ac+ground

elements simultaneousl-

8


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DIPT MANAGEMENT

METHODS• Con+entional ,isdom-

- .irst- determine what needs to !e done

- Then- select the appropriate person who has the

knowledge and skills reuired to do it

• $reat companies’ method-

- .irst- select people who ha!e the "right stuff =

- Then- colla!orati#el set their course

(;s+erod and Riis$ ''5)


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DIPT MA>A;M;>T

M;T:0D?. /efine team purpose

;speciall crucial for multi8countr teams to unit

around a common purpose

@se Team Charter = to ensure *or+ers -

8 focus on the right thing from the start

8 get !ac+ on trac+ in case of conflicts

(Midgie$ ',1)


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DIPT MANAGEMENT

METHODS• ?tate team3s missions

• Define each mem!er3sroles and responsi!ilities

• Identif +e resources

• Decide ho* the team

operates


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DIPT MANAGEMENT

METHODS Team charter = often use S'"0& frame*or+ toset goals and o!jecti#es


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DIPT MANAGEMENT

METHODS1. Cultural management

It is crucial to ena!le efficient communication and

understanding !et*een project team mem!ers

from different cultural conte/ts as this might ma+e

the difference bet,een success and failure in

international projects (Dinsmore and 2enite"$

''B)


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DIPT MANAGEMENT

METHODS3. !ocal adaption• Differences e/ist !et*een the home and the host countr can !e the

origin of misunderstandings$ delas$ cost o#erruns$ damaged

reputations (0rr and ?cott$ ''6)

#ocal adaptation-

(,)Adjusting *or+ practices to the host countr mar+et and culture to create a locall

accepted and sustaina!le project (;ri+sson et al9$ ,55)

()Acuire local institutional +no*ledge

() Contractual relationships

() >on8contractual relationships

() Acuiring a firm or hiring locals

() ?trategicall o!taining +no*ledge through pioneering or trial projects

() Reling upon past e/perience

() Pu!lic sources (7a#ernic+8Eill$ ''5)


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DIPT MANAGEMENT METHODS

4. 'anagement processa$ %nify Management Process

• Ma+e managerial processes of projects integrated throughout the enterprise ando#erall !usiness strateg

• >o top8do*n management= centrali"ed operation$= !ut a management sstem*ith flexibility and adaptability to local leadership *hile functioning consistently

*ithin esta!lished organi"ational norms and cultures

• Managerial tools and leadership stle across different geographic regions

consistentl

⇒ ;ffecti#e *or+ing relationships among managers$ the guidance of local

management in colla!oration *ith o#erall project leadership

⇒

.ocus groups$ internal and e/ternal consultants$ training$ team!uilding sessions(I#ete and Ro!erto$ ',)


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DIPT MANAGEMENT

METHODS&$ 'rganization integration - (ustaina&le success• Integrating +no*ledge$ processes and strateg across projects

⇒ De#eloped on pre#ious projects

⇒ Continuousl impro#ing$ remaining competiti#e

• &ransferring kno,ledge across projects has a positi+e

impact on project performance ! increasing the project

team3s !od of +no*ledge and capa!ilities (%andaeta$ ''6)

⇒ Right sharing methods and strategies⇒ Moti#ate emploees to e/change-

F Project data!ases$ report$ general intranet sstems

F ?ociali"ation methods

F Interacti#e online platforms


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DIPT MANAGEMENT

METHODSc$ #eadership• Create high commitment to project

goalsGo!jecti#es

• Main duties

Source: Yoo and Sibin, 2007


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DIPT MANAGEMENT

METHODSd$ Project assessment ) tracking

• ;nsure all key ) critical mem&ers are in!ol!ed in project

planning process

et their feed!ac+ regularl to assure impro#ement of performance continuall

• @sing uantitati!e data instead of ualitati#e one

;nsure mem!ers to !e a*are of actual situation$ not just people3s perception

• Ma+ing unannounced !isits on team responsi!le for

pro#iding progress data

:elp #erif the actual status of the project3s progress that has


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II. C2'')#IC"&I2# "S%C&

,9 5ace to face meetings- there should !e

no su!stitute for this

especiall for-

8 2rainstorming

8 Inno#ating

8 Anal"ing feasi!ilit of

potential solutions$

scoping$ scheduling

8 Identifing ris+s & dependencies

8 Conducting critical re#ie*s

(:ass$ ',')


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/I& '"#"$%'%#&

'%&(2/S. 6ody language- Important

• up to 61H of the meaning of messages are transmitted

through none #er!al communications (%unen!urg$ ',')9 ?hould use "face to face* work sessions to *atch

mem!ers3 !od language

• Virtual team-

- use #ideo conferencing instead

- *atch warning signs such as-

7 reduced output & shortage of ne* ideas

7 short and a!rupt emails

7 reluctance to engage in phone callsG#ideo conference


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1. $i+e feedback pa attention to fairness

;as for remote staff to feel isolated and unmoti#ated

*or+ performance is ad#ersel affected

?olutions-


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3. romote team bonding

.irst important element *hen *or+ing *ith di#erse team

mem!ers is- &0)S& (:ana+en & ?oudunsaari$ ',)9

• et our team together at least once a ear if possi!le

• 6udgets are tight

other options for team8!onding acti#ities-

8 ?et up an intranet page- forum for discussing suggestionsGideas

on particular projects$ sharing e/perience$ etc9 (include mem!ers3 photographs if possi!le)

8 +nformal communication- often a +e source of information and

+no*ledge transfer

%xample- unplanned meetings in coffee shops$ cu!icles$ at lunch$ etc9


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DIPT MANAGEMENT

METHODS

Source: Allen, 2007


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DIPT MANAGEMENT

METHODSSummary- Culture and communication

• An essential ingredient of project performance is harmonious

,orking relationships !et*een participants (?oetanto$ et al9$ '',)

• 'inimizing conflicts in international projects International construction disputes$ delas due to mismanaged time$

inefficient processes$ unclear contract terms (:u et al9$ ''6)

• %stablishment of common objecti+es and +alues

• Create a sense of a team ,hen ,orking across the distance

• 0esol+e conflict and reaching consensus


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DIPT MANAGEMENT

METHODSIII. &%C(#2!2$8 "S%C&

@sing state8of8the8art colla!oration tools to facilitate consensus

*. )se best9in9class soft,are tools-

8 Professional ser!ice automation ,P(. JK optimi"eser#ice engagement

8 /nterprise project management ,/PM. JK manage

internationall di#erse projects

;na!le colla!oration & documents sharing

• Project data&ase0

F ?pecific structure

F Rules ho* to use data!ase

F Continuous impro#ed


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. ersonal communication tools

• (kype- con#enient and cost8sa#ing

Mem!ers feel closel tied and connected

• 1oice-mail - useful in case of emergenc & can !e chec+edremotel and freuentl

?u!stitute for e8mail (lo* speed and o#erload information)

• (ocial networks ) communities- M?pace$ Loutu!e$ etc9

• Plan for technical support needs- mem!er3s computer

malfunctionsGsoft*are configuration issues

Resol#e technical issues in a timel manner to pre#ent *or+ !eing

interrupted

Crucial to mem!ers dispersed o#ertime$ distance$ organi"ational


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IV. 0IS: '"#"$%'%#& "S%C&

In#estigating the method used in case stud- Risk

management of international project in Russia= (Aleshin$

,555)9


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DIPT MANAGEMENT

METHODS*. 0isk e+ents identification

A list of ris+ e#ents that ha#e occurred in project performance process

• Choice of information sources

- roject documentation ;main source<

- Project participants

- ;#ents occurring in the frame of the program


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DIPT MANAGEMENT

METHODS Project documentation includes-

8 Planned documentation (program manual$ tender$

contract documentation)

8 Current documentation (project diar$ correspondence

among project mem!ers$ monthl report)

8 Resultant documentation (claims of contractors$

resultant reports)


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DIPT MANAGEMENT

METHODS @sing filled standardized data card for eachris+ e#ent$ comprising the follo*ing data-

- .ull name of the project and the contractor

- >ame of ris+ e#ent and its ordinal num!er

- Eor+ !rea+do*n structure element code in cases

*here ris+ e#ent occurred

- ?tage of life ccle at *hich the ris+ e#ent too+ place

- Possi!le reasons and conseuences of the ris+ e#ent

Ma+e the esta&lishment of constraints among risk e!ents and

their detailed analysis possi&le in the future


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DIPT MANAGEMENT

METHODS. 0isk e+ents classification


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DIPT MANAGEMENT

METHODS1. "ssessing = ranking of risk e+ents groups•. ssessment0

-. Initial data- le#el of loss caused ! ris+ e#ents

•. Ranking0 !ased on

-. A#erage dela duration

-. Relati#e freuenc of onset

-. 2oth the a!o#e factors


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DIPT MANAGEMENT

METHODS3. /etailed results of empirical study• >uantitati+e assessment of the group-

- Ehat is the freuenc of onset

- Ehat is the a#erage dela duration

• &he cause of the group originating

- Eho cause this group of ris+ e#ents

- Ehat made this group appear

• &he interconnection of the group ,ith the project

life cycle

- At *hat stage of the project is the ris+ e#ent group !uilt

- At *hat stage is it re#ealed


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DIPT MANAGEMENT

METHODS• &he interconnection of the group ,ith the ?6S ;,ork

breakdo,n structure<

- .or *hat o!ject elements is the group mostl characteri"ed

- Is it for e/ternal or internal elements for the *hole project

• &he dependency of the quantitati+e characteristics of thegroup on the location of the construction

- Does the freuenc of the group appearance and the a#erage deladuration depend on the location of construction (in the cit or

countr site)

• &he recommendations on reduction of probability of the grouporiginating and possible negati+e consequences in case of its

onset-


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4. 0isk management support systemComputer based training system ;C6&< /ecision support system ;/SS<

&raining that is deli+ered through themedium of the computer. It is usuallinteracti#e and indi#iduali"ed in design(2arron and 0r*ig$ ,551)

" computer9based system designed toassist a decision9maker (or group ofdecision8ma+ers) to make better@ fasteror cheaper decision. (;mer$ ,56)

;na!le user to get information a!out the project goals$ *or+ !rea+do*n structure$organi"ation structure and project lifeccle9

Assess user3s le#el of +no*ledge a!outuantitati#e ris+ characteristics

@ser *ould +no*--tpe of tools and techniues should !eused to anticipate potential project ris+s

8 tpe of tools and techniues should !eused to ma+e the process of projectimplementation more successful

i#e the user practical data$ informationa!out ris+ e#ents and differentrecommendations and ad#ices on ris+management


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CONCLUSION

• Compare ,ith traditional team- Disparate project

teams are more comple/ to manage than traditional teams

due to the span of time$ distance and organi"ational

!oundaries9

• There are a #arieties of factors and methods impactingsignificantl on the success of a disperse multi8national

projects

Depend on organi"ational characteristics$ industr$countr$

!ut and most importantl$ personnel management

• ?ustaina!le success


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C2#C!)SI2# ;cont.<

• The role of the project manager seems to shift

from !eing primarily a manager and

taskmaster to a leader$

Inspire and energi"e their follo*ers to accomplish

a goal9

:elp team mem!ers feel as if the are a part of

something !igger and more important than

themsel#es


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REFERENCES

• ;s+erod$ P9 & Riis$ ;9 (''5) Project management models as #alue creators9 Project Management Journal 9 N'(,)$ pp9N8,6

• :ass (',') :o* to manage the comple/ities of large$ di#erse project teams9 PMtimes: For Project Managers Oonline9 A#aila!le from-

http-GG***9projecttimes9comGarticlesGho*8to8manage8the8comple/ities8of8large8di#erse8project8teams9html OAccessed- rd 0cto!er ',19

• Midgie$ A9 (',1) Managing a eographicall Dispersed Team- Achie#ing Louroals Together$ Ehile Apart9 Mind Tools: Essential Skills for an Excellent

Career Oonline9 A#aila!le from-

https-GG***9mindtools9comGpagesGarticleGne*TMMN'9htm OAccessed- rd

0cto!er ',19

• :ana+en$ M9 and ?oudunsaari$ A9 (',) 2uilding Trust in :igh8PerformingTeams9 Technology Innoation Management !eie"9 (B)$ pp968N,9

• Dinsmore$ P9 C9 and 2enite" Codas$ M9 M9$ ''B9 Cultural Challenges in

Managing International Projects9 The #M# $and%ook of Project Management 9

http://www.projecttimes.com/articles/how-to-manage-the-complexities-of-large-diverse-project-teams.htmlhttp://www.projecttimes.com/articles/how-to-manage-the-complexities-of-large-diverse-project-teams.htmlhttps://www.mindtools.com/pages/article/newTMM_40.htmhttps://www.mindtools.com/pages/article/newTMM_40.htmhttp://www.projecttimes.com/articles/how-to-manage-the-complexities-of-large-diverse-project-teams.htmlhttp://www.projecttimes.com/articles/how-to-manage-the-complexities-of-large-diverse-project-teams.html


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REFERENCES• 2arron$ A9 ;9 and 0r*ig$ 9 E9 (,551) Multimedia Technologies for

Training: #n Introduction9 ;ngle*ood- %i!raries @nlimited9

• ;mer$ 79 C9 (,551) Management Information Systems: The CriticalStrategic !esource& 0/ford- 0/ford @ni#ersit Press9

• Aleshin$ A9 (,555) Ris+ management of international project in Russia9 International Journal of Project Management& ,5('',)$ pp9'89

• %unen!urg$ C9.9 (',') %ouder Than Eords- The :idden Po*er of >on#er!al Communication in the Eor+place9 International Journal of

Scholarly #cademic Intellectual 'iersity9 ,(,)$ pp9,81• o#indarajan$ 9$ and upta$ A9+9$ '',9 2uilding an ;ffecti#e lo!al

2usiness Team9 Sloan Management !eie"$ N$ $ pp9B,9

• Lientz, B. P. and Rea, K. P., 2003. International Project

anage!ent . Academic Press, USA.


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REFERENCES• ;ri+sson$


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REFERENCES

• :u$ E9$ Chen$ 79$ Eang$ 9 and Ren$ S9$ ''69 Dispute administration and resolution ininternational construction projects9 International Conference on Multi*+ational

Construction Projects ,Securing high Performance through Cultural a"areness and

'is)ute #oidance-$ ?hanghai$ China9

• I#ete R9$ and Ro!erto ?9$',9 The Cultural Challenges of Managing lo!al ProjectTeams- a ?tud of 2ra"ilian Multinationals9 Journal of Technology Management .

Innoation&• Moenaert$ R9T0$ M929$ PI>T0$ 79


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REFERENCES

• Allen$ T979$ ,59 Managing the flo* of technolog- technologtransfer and the dissemination of technological information

*ithin the R&D organi"ation9 Cam%ridge: The MIT Press9

• Allen$ T979$ ''9 Architecture and communication among

product de#elopment engineers9 California Management !eie"$N5$ $ pp98N,9

• Andersen$ ;9?9$ 2irchall$ D9$ 7essen$ ?9A9 and Mone$ A9:9$''B9 ;/ploring project success9 (altic Journal of

Management $,$ pp9,8,N9• 2accarini$ D9$,5559 The %ogical .rame*or+ Method forDefining Project ?uccess9 Project Management Journal $ '$ N$

pp9189

• 2lane$ 79$ ,5659 Managing soft*are de#elopment projects9 Pa)er )resented to Project Management Seminar0Sym)osium$


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Q & A


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