Global Project Management-Binder, Jean

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Global Project Management


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This book is dedicated to my parents, who taught me the pleasure of reading, and to

Joyce, who showed me the pleasure of living.


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Global ProjectManagementCommunication, Collaboration and

Management Across Borders

JEAN BINDER


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Jean Binder 2007

All rights reserved. No part of this publication may be reproduced, stored in a retrieval systemor transmitted in any form or by any means, electronic, mechanical, photocopying, recordingor otherwise without the prior permission of the publisher.

Published byGower Publishing LimitedGower HouseCroft RoadAldershotHampshireGU11 3HREngland

Gower Publishing CompanySuite 420101 Cherry StreetBurlingtonVT 05401-4405USA

Jean Binder have asserted his moral right under the Copyright, Designs and Patents Act, 1988,to be identified as the author of this work.

British Library Cataloguing in Publication Data

Binder, Jean CarloGlobal project management : communication, collaborationand management across borders1. Project management 2. International business enterprises ManagementI. Title658.4'04ISBN-13: 9780566087066

Library of Congress Control Number: 2007927132

Printed and bound in Great Britain by TJ International Ltd, Padstow, Cornwall.


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Knowledge

sharing

tools

Audio and video

tools

Basic

tools

ColKnowledgeOnline meetingsAudio and videoBasic

techniques

CoConflict

resolutionTrust building

Cross-

cultural

collaboration

Global

team

leadership

Global

communication

techniques

Global

communication

strategy

Stakeholders

and

communication

channels

Rules

and

templates

Organisationa

support

Global

project

structures

Global

program and

project

offices

Selection of

international

human

resources

Text and image

tools

1 2 3 4 5

6 7 8 9

11 12 13 14

16 17 18 19

21 22 23 24

sharing

techniquestechniques

Collaborative tools

Collaborative techniques

Global teams

Global communication

Global organisations

Knowledge

sharing

tools

Audio and video

tools

Basic

tools

ColKnowledgeOnline meetingsAudio and videoBasic

techniques

CoConflict

resolutionTrust building

Cross-

cultural

collaboration

Global

team

leadership

Global

communication

techniques

Global

communication

strategy

Stakeholders

and

communication

channels

Rules

and

templates

Organisationa

support

Global

project

structures

Global

program and

project

offices

Selection of

international

human

resources

Text and image

tools

1 2 3 4 5

6 7 8 9

11 12 13 14

16 17 18 19

21 22 23 24

sharing


Collaborative tools


Global teams



The Global Project Management Framework


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List of Figures xiii

List of Tables xv

Acknowledgements xvii

Preface xix

Introduction 1

Traditional, distributed, international and virtual projects 1

Global projects 1

Examples of global projects 3

Global programs 5

Global projects and programs requirements 8

To be or not to be global? 10

Organisational change and organisational theory 11

A framework for global programs and projects 12

The framework sources 15What the framework provides to global organisations 16

The next steps 17

Key concepts 18

Further reading 18

Interactive section 20

PART I GLOBAL TEAMS 21

Chapter 1 Cross-Cultural Collaboration 23Defining culture 23

Culture and project management 24

The cultural dimensions defined by Hofstede 25

The cultural dimensions from Trompenaars 28

The impact of the dimensions on global project management 33

A 360 analysis of the cultural dimensions on your project team 34

Avoiding generalisations 39

Building on the richness of a multicultural team: crossvergence and hybridisation 40

4-step framework for effective cross-cultural project management 42

Chapter 2 Global Project Leadership 43

Project management and leadership 43

Global leadership 44

Commitment 45

Motivation 46

Contents


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viii G l ob a l P r oj e ct M an a ge m en t

Becoming a good global leader 48

Brainstorming on global leadership 49

Chapter 3 Trust Building 51

Identifying the level of trust required 52Trust and communication channels 52

Establishing trust 54

Maintaining trust 56

Long-term trust 59

Chapter 4 Conflict Resolution 61

Global sources of conflict 62

Conflict levels in global projects 62

Global perspectives on conflict 63Conflict management steps 63

Chapter 5 Coaching over Distance 69

Coaching on global projects 70

Global coaching principles 70

Establishing a global context for coaching 71

Create a global understanding and direction 72

Review achievements and objectives 72

Anatomy of a coaching session 73

Completing the global coaching process 74

Part I: Key concepts 75

Part I: Further reading 76

Part I: Interactive section 77

PART II GLOBAL COMMUNICATION 79

Chapter 6 Stakeholders and Communication Channels 81

Identifying the global key stakeholders 82

Knowing the global stakeholders 83Analysing the global stakeholders 83

The stakeholder commitment framework 84

Defining strategies to change stakeholders commitment levels 85

Completing the global stakeholder register 87

Global communication channels 87

Chapter 7 Meeting Rules and Templates 91

Meeting types and communication media 91

Etiquette for cross-cultural meetings 92Online meeting templates 92

Visual information 98

Chapter 8 Global Communication Strategy 101

Defining the types of project information 101


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ixC o n te n t s

Identifying the stakeholders requirements 102

Define a global communication matrix 105

Chapter 9 Global Communication Techniques 109

Collecting information from the global team members 109Distributing information to the global stakeholders 110

Exchanging project information 113

Chapter 10 Global Creativity 117

Project management processes and creativity 117

Online brainstorming sessions 118

Limitations of online brainstorming sessions 124

Asynchronous brainstorming 126

Part II: Key concepts 127Part II: Further reading 127

Part II: Interactive section 128

PART III GLOBAL ORGANISATIONS 129

Chapter 11 Global Project Structure 131

Centralised project management 131

Distributed project management, with local coordinators 132

Distributed project management, with functional coordinators 134

Round-the-clock project management 135

Project management global network 136

Chapter 12 Selection of International Human Resources 139

Global team members skills 140

Global program and project managers skills 142

Recruitment 143

Selection 144

Induction and training 150

Chapter 13 Global Program and Project Offices 153

Defining project offices 153

Program or Project Management Offices (PMO) 154

Program or Project Support Offices (PSO) 156

Features of global project offices 156

Chapter 14 Organisational Support 163

Build emotional intelligence 163

Promote work-life balance 165Value the human resources 166

Promote the use of collaborative tools 167

Develop and promote a global project management methodology 167

Establish 360G performance appraisals 168


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x G l oba l Pro j e c t Ma na gem ent

Establish a global rewards policy 171

Implement a corporate training scheme 171

Chapter 15 Global Collaborative Networks 173

Collaborative networks: a project-centred approach 173Understand the challenges 174

Define a collaboration strategy 175

Initiate the collaboration 176

Monitor the interfaces 176

Part III: Key concepts 177

Part III: Further reading 178

Part III: Interactive section 179

PART IV IMPLEMENTATION OF COLLABORATIVE TOOLS 181

Chapter 16 Basic Infrastructure 183

Basic technologies 183

Evaluating the current situation 184

Implementing changes 184

Defining documentation and procedures 185

Evaluating the implementation 186

Chapter 17 Interactive Audio and Video 189

Evaluation of current audio conferencing solutions 189

Evaluation of new audio conferencing solutions 189

Implementing changes 191

Defining procedures for audio conferencing set-up 191


Video conferences 192

Evaluating existing video conferencing solutions 193

Implementation of new video conferencing solutions 193

Defining procedures for video conferencing set-up 194


Chapter 18 Interactive Text and Images 197

Evaluating technologies for instant messaging 197

Evaluation of the existing instant messaging solutions 198

Implementation of a new instant messaging solution 198

Defining procedures for instant messaging set-up 199


Evaluating technologies for web conferencing 200

Evaluation of existing web conferencing solutions 200Implementation of web conferencing 201

Defining procedures for web conferencing set-up 201



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xiC o n te n t s

Chapter 19 Knowledge Sharing 205

Evaluating technologies for knowledge sharing 205

Evaluating the existing knowledge-sharing solutions 207

Implementing a new knowledge-sharing solution 207

Defining procedures for knowledge-sharing set-up 208Evaluating the implementation 209

Chapter 20 Collaborative Project Management Software 211

Evaluating collaborative project management software tools 211

Defining procedures for the collaborative project management software 213

Implementing the new collaborative project management software 214


Part IV: Key concepts 215

Part IV: Further reading 216Part IV: Interactive section 216

PART V ADOPTION OF COLLABORATIVE TOOLS 217

Chapter 21 Getting Connected 219

Understanding what can be improved 219

What to avoid in e-mail discussions 221

Using telephones 222

What to avoid in telephone discussions 222

Chapter 22 Effective Audio and Video conferences 225


Using audio conferences 225

Using video conferences 228

Chapter 23 Coordinating and Attending Online Meetings 231


Communication style during online meetings 232

Special considerations for instant messaging discussions 232Special considerations for online meetings via web conferencing 233

Chapter 24 Fostering Knowledge Exchange 237


Defining the rules for knowledge sharing 238

Leading people to share information 239

Chapter 25 Collaborative Project Management 241

Understanding what can be improved 241Updating information on the project management software 242

Information pushed by the project management software 244

Pulling information from the project management software 244

Interfaces between the project management software and other tools 245

Part V: Key concepts 246


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xii G lo ba l P ro je ct M an ag em en t

Part V: Further reading 246

Part V: Interactive section 247

PART VI IMPLEMENTING THE GLOBAL PROJECT MANAGEMENT

FRAMEWORK 249

Chapter 26 A Charter for the Framework 251

Stakeholder needs and expectations 251

The benefits of the framework implementation 253

Defining a scope for the implementation 254

Chapter 27 Implementation Strategies 255

The emotional intelligence guidelines 255

The maturity model approach 257The action research cycles 263

Part VI: Key concepts 264

Part VI: Further reading 264

Part VI: Interactive section 264

Coda 267

List of Acronyms and Abbreviations 269

Bibliography 271

Index 275


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Figure I.1 Dimensions of global projects 3

Figure I.2 A software development global project 4

Figure I.3 A pharmaceutical global project 4

Figure I.4 An organisational change global project 5

Figure I.5 Global program stakeholders 6

Figure I.6 Categories of global programs 6Figure I.7 Local program of global projects 7

Figure I.8 Global program of local projects 7

Figure I.9 Global program of global projects 8

Figure I.10 Requirements of global project managers global team management 9

Figure I.11 Requirements of global project managers communication across

borders 9

Figure I.12 Requirements of global project managers organisational culture 9

Figure I.13 Requirements of global project managers collaborative tools 10

Figure I.14 Possible advantages of global projects 11Figure I.15 Possible challenges of global projects 12

Figure I.16 The Global Project Management Framework: five categories 13

Figure I.17 The Global Project Management Framework 14

Figure I.18 The Global Project Management Framework: sources of information 15

Figure I.19 The Global Project Management Framework: the deliverables 16

Figure I.20 The evolutionary Global Project Management Framework 17

Figure 3.1 Communication channels in the same location 53

Figure 3.2 Communication channels not crossing country borders 53

Figure 3.3 Communication channels built from previous experiences 54

Figure 3.4 Weak communication channels that require trust building 54

Figure 3.5 Trust in all communication channels 57

Figure 6.1 Levels of stakeholders commitment 85

Figure 6.2 Communication channels in a traditional project 87

Figure 6.3 Communication channels on a global project, two locations 88

Figure 6.4 Communication channels on a global project, multiple locations 88

Figure 6.5 Reducing the number of virtual communication channels 89

Figure 7.1 Example of a project risk register 96

Figure 7.2 Example of drop-down menus 97

Figure 7.3 Example of automatic filtering 97

Figure 7.4 Example of legends to define available entries and their meaning 97

Figure 7.5 Global Project Binder change record 99

Figure 7.6 Global Project Binder meeting minutes record 99

Figure 7.7 Graphic representation of project phases 100

Figure 8.1 Examples of global project knowledge components 103

List of Figures


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xiv G lo ba l P ro je ct M a na ge me nt

Figure 8.2 Example of a communication requirements matrix 104

Figure 8.3 Example of a global communication matrix 106

Figure 9.1 Example of a project dashboard main page 112

Figure 9.2 Example of a project dashboard second level pages 112

Figure 9.3 Examples of different patterns of project status meetings 115Figure 10.1 Example of a mindmap produced during a risk identification session 122

Figure 10.2 Example of a mindmap branch detailed during a local session of

risk analysis 123

Figure 10.3 Example of one entry on the risk and opportunities list prepared

after the brainstorming session 125

Figure 11.1 Example of centralised structure 132

Figure 11.2 Example of distributed structure 133

Figure 11.3 Example of distributed-functional structure 135

Figure 11.4 Example of round-the-clock structure 136Figure 11.5 Example of project network structure 137

Figure 12.1 Example of a preparation sheet for a telephone interview 148

Figure 12.2 Example of a preparation sheet for a face-to-face interview 14950

Figure 13.1 Project office and the stakeholders 155

Figure 13.2 Different types of project office examples 155

Figure 13.3 Different types of project office outsourced PMO 156

Figure 13.4 Different types of project office global PSO 157

Figure 14.1 Traditional performance appraisal in functional organisations 168

Figure 14.2 Traditional performance appraisal in matrix organisations 169

Figure 14.3 360-degree performance appraisal 169

Figure 14.4 360G performance appraisal 170

Figure 15.1 Project-centred collaborative network 174

Figure 27.1 The global project management maturity levels 258

Figure 27.2 Evolving to maturity level 2 258




Figure 27.6 Evolution of productive time and ineffective time as the maturity

` level increases 261


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Table 1.1 Countries (regions) and their power-distance relative ranks 25

Table 1.2 Countries (regions) and their individualism relative ranks 26

Table 1.3 Countries (regions) and their masculinity relative ranks 27

Table 1.4 Countries (regions) and their uncertainly-avoidance relative ranks 28

Table 1.5 Countries (regions) and their long-term orientation relative ranks 28

Table 1.6 Countries and their relative universalism ranking (according tothe car and the pedestrian dilemma) 29

Table 1.7 Countries and their relative individualism ranking (according

to results of the quality of life question) 30

Table 1.8 Countries and their relative achievement-orientation (according to

results of the acting as suits you even if nothing is achieved question)30

Table 1.9 Relative positions of countries on the extent to which exhibiting

emotion is acceptable 31

Table 1.10 Relative positions of countries on cultural-diffuseness, according to

the paint the house situation 32Table 1.11 Classification of country cultures according to their relationship

to fate 32

Table 1.12 Cultural dimensions exercise (sheet 1) 35

Table 1.13 Cultural dimensions exercise (sheet 2) 36

Table 1.14 Cultural dimensions exercise (evaluation sheet 1) 37

Table 1.15 Cultural dimensions exercise (evaluation sheet 2) 38

Table 2.1 Factors of motivation in different areas of the world 48

Table 4.1 Comparison of conflict resolution approaches 65

Table 5.1 Coaching log (example 1) 73

Table 5.2 Coaching log (example 2) 73

Table 7.1 Examples of meeting types 93

Table 7.2 Communication media recommended for each meeting type 934

Table 10.1 Example of meeting request for an online brainstorming session 119

Table 10.2 Example of a brainstorming spreadsheet for the identification

of risks and opportunities 121

Table 12.1 Example of a job description 145

Table 12.2 Example of an interview control sheet 147

Table 13.1 Example of a career path for program and project management 160

Table 16.1 Survey to identify efficiency of e-mail, telephones and remote access 185

Table 16.2 Checklist: documentation and procedures for basic technologies 187

Table 17.1 Survey to identify efficiency of audio conferencing 190

Table 17.2 Checklist: documentation and procedures for audio conferencing 192

Table 17.3 Survey to identify efficiency of video conferencing 194

Table 17.4 Checklist: documentation and procedures for video conferencing 195

List of Tables


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Table 18.1 Survey to identify efficiency of instant messaging 199

Table 18.2 Checklist: documentation and procedures for instant messaging 200

Table 18.3 Survey to identify efficiency of web conferencing 201

Table 18.4 Checklist: documentation and procedures for web conferencing 202

Table 19.1 Survey to identify efficiency of existing knowledge-sharing suites 207Table 19.2 Checklist: documentation and procedures for knowledge sharing 208

Table 20.1 Collaborative project management software comparison matrix 213

Table 20.2 Survey to identify efficiency of the collaborative project

management software 214

Table 20.3 Checklist: documentation and procedures for the collaborative

project management software 215

Table 21.1 Interview to understand the use of e-mails and telephones 220

Table 22.1 Interview to understand the use of audio and video conferences 226

Table 23.1 Interview to understand the use of online meetings 232Table 24.1 Interview to understand the use of knowledge sharing 238

Table 25.1 Interview to understand the use of the collaborative project

management software 242


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Acknowledgements

I would like to thank the following people: Yannick Jolliet, who reviewed many parts of the book

and gave me precious recommendations and testimonials; Marie-Paule Sottiaux, for the support,

testimonials, review and lunch discussions; David Page, Carolyn McKellar, Marion Sachs,

Belinda Freaney-Sadouk, Sophie Domine, Jean-Marc Genier, Jose Gonzalez, Jennifer Hyams,

Mark Russell, Reddy Mandala, Viktor Puetzer, Annie Jordan, Patrick Vitzthum, Frank Bondoux,

Thierry Sales and Paolo Lenti for the feedback during the interviews and initial brainstormingsessions; John Pelham for the insights on stakeholder management, communication strategies

and cross-cultural experiences; Karel de Bakker for the nice suggestions on global risks; Paul

Gardiner and Jim Ritchie for the support during my academic research.

Grateful acknowledgement is made to Geert Hofstede, Fons Trompenaars, Charles

Hampden-Turner and Peter Wooliams who granted permission to reprint the definitions and

classification tables of their cultural dimensions.

Sincere thanks to Jonathan Norman, Fiona Martin and Mike Brooks at Gower for all their

trust and support.

Earnest thanks to my cat for the company, my daughters for the inspiration and my wifefor the help and endless patience.


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Preface

The need for this book

With the increasing trend for outsourcing, off-shoring and globalisation, many organisations

are taking advantage of geographically distributed skills, round-the-clock operations and virtual

teams. Small and medium sized businesses are linking up with major companies, forming

supplier networks to deliver products and services, and customer networks of distributors,

resellers and end-users. Global projects are now the operating units that establish an initial

link among these cross-border networks and rely on information flows across the different

partners and stakeholders.

Most projects in these global environments involve people from different companies,

located in various countries. Currently, many companies struggle to obtain acceptable levels

of efficiency and quality from global projects since the organisation structures and project

management methodologies are not adapted to a multicultural environment, and because

many project managers and team members still feel uncomfortable when they communicate

over a distance. Many project managers still rely exclusively on the so-called hard skills,such as planning, scheduling and controlling, to coordinate the projects. The soft skills

(for example, communication, understanding of cultural differences and team building)

and the informal project management techniques (such as networking, influencing and

improvising) are essential for the success of global projects, and require special attention from

organisations.

The framework described by this book is all about soft skills and informal project

management, suggesting areas of knowledge that require special attention for effective global

program and project management. Rather than providing one-size-fits-all recommendations,

the chapters of this book guide you in a quest to harvest your companys good practices, usingthem to develop and implement a Global Project Management Framework in your company

or project.

Intended audience

This book provides a comprehensive framework of good practices on global project management,

and is primarily directed at project managers, program managers and project office members

involved in the preparation and application of project management methodologies, and

working on programs and projects involving different companies and locations around the

globe. They can start by improving the project management and communication practices

in their current portfolio of programs and projects, and later include these good practices

in the company methodologies. They can also identify what types of tools can improve

understanding over a distance, deploying them in their current work environment.


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Senior executives can use the information in this book to understand the main challenges

faced by global project managers and team members, and to identify how the deployment of

tools and practices can improve the productivity of global project teams and the quality of the

deliverables, while reducing travel and relocation costs. The senior board have a role model

during the implementation of the framework, selecting the human resources to work onglobal projects, creating a project management office and providing organisational support.

This book also provides various types of project structure adapted to different needs and

some suggestions to improve the motivation of a project team that spans different locations,

cultures and languages.

Finally, anyone participating in a global project as a team member or stakeholder can

also find useful recommendations for smooth communication with people located in diverse

countries, coming from other cultures, speaking different native languages or working in

various time zones.

Academic researchers can make use of the framework presented in this book, performingnew studies to investigate the impact of each chapter on the efficiency and productivity of

global project teams, and to complete the Global Project Management Framework with new

developments, technologies, practices and theories.

The structure of this book

The introductory chapter presents the characteristics of global projects and programs, discusses

how these peculiarities affect the work and efficiency of global project and program managers

and summarises the main advantages and challenges of deploying a global team for a project

or program. It presents a framework that helps global program and project managers to focus

on the advantages and address the challenges of having project team members dispersed across

the globe: the Global Project Management Framework.

The chapters in Parts I to V explore in detail the five main categories of knowledge in the

Global Project Management Framework:

Chapters 15 (Part I) present the core principles that allow the management of people

across country and cultural boundaries.

Chapters 610 (Part II) complement the learning on people management by presentingthe communicationstrategies that facilitate the management of project team members in

different countries, and make them collaborate more effectively.

Chapters 1115 (Part III) suggest organisational structures and practices that create all

fundamental conditions for a good collaborative environment on global projects, and

expedite the implementation of the people and communication strategies.

Chapters 1625 guide the development of good practices for the implementation (Part

IV) and use (Part V) of the communication media and collaborative tools mentioned

in the previous chapters: the technology that allows the management of people and the

communication between stakeholders across country and cultural boundaries.

Part VI concludes the book, by presenting different strategies to adapt the recommendations

according to the organisational cultures, standards, methodologies and requirements, obtaining

buy-in from senior managers, project managers and project team members.


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xxiP r e f a ce

How to read the book

The book structure allows companies to understand the main domains that have an impact

on the performance of global project teams, and then adapt their project management

methodologies to a global environment. The sequence of the chapters aims to provide aprogressive understanding of the needs and good practices. As an alternative route, project

managers and team members may read each chapter independently and address specific issues

to improve their efficiency on global projects. Many cross-references are provided to allow the

chapters to be read in any order.

The main sources of information

There are different layers of information to consider when looking for good practices onglobal project management. The first and most important layer is the experienceof other global

project managers, team members and senior managers from different countries. One way to

learn about this experience is to participate in networking events organised by associations

such as the Project Management Institute and the British Computer Society.

The second layer is the foundation of knowledge onproject managementmethods, tools,

techniques and processes. This book does not redefine this set of principles, preferring to build

on the information already established by existing bodies of knowledge. The main references

for this book were the PMBOK guide from the Project Management Institute, PRINCE2

from the Office of Government Commerce, the IPMA Competence Baseline (ICB) and theGower Handbook of Project Management. However, a certain level of abstraction was adopted

to allow companies using other methods and methodologies to consult this book without

difficulty.

The third layer is the literature on virtual teams and distributed project management, which

establishes the requirements and recommendations for projects involving people in different

locations. The third layer is the literature on virtual teams and distributed project management,

which establishes the requirements and recommendations for projects involving people in

different locations. The main sources are described at the end of each part of the book.

The fourth layer is the knowledge gathered by the intercultural studiesfrom Hofstede and

Trompenaars, present in most chapters of this book.

Web companion

The website www.GlobalProjectManagement.orgprovides tools, templates and an open forum

for the exchange of information related to the practices described in this book, also linking to

different hardware, software and services solutions.
http://www.globalprojectmanagement.org/http://www.globalprojectmanagement.org/


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Introduction

This chapter defines the main characteristics of global projects and programs and presents

a framework that will lead international companies to achieve maturity in global project

management by helping global program and project managers to focus on the advantages of

international teams, addressing the challenges of cross-cultural and virtual communication

and presenting innovative solutions for collaboration over a distance.

By the end of this chapter, you will have learned the main dimensions of a global projectand understand what challenges are faced by global program and project teams. You will also

discover the Global Project Management Framework, which will guide you throughout the

book parts and chapters.

Traditional, distributed, international and virtual projects

In the project management literature we can find different types of projects, when comparing

the number of organisations and locations involved in their implementation. In traditionalprojects, a large majority of the team members are working for the same organisation and

in a single location. Distributed projects involve team members working in many locations,

and can also be called international projectswhen they include people located across country

borders. Virtual projectsare composed of team members dispersed geographically and working

in different organisations. Project managers may face specific challenges on virtual projects as

they need to balance different interests, company cultures and working practices, and most

communications occur over a distance. International projects require the collaboration of

people from different country cultures and languages, sometimes with the added complexity

of the locations over various time zones.

Global projects

This book addresses the combined challenges of international, distributed and virtual projects,

being mainly dedicated toglobal projects. This novel category can be defined as a combination of

virtual and international projects, which includes people from different organisations working

in various countries across the globe. You can use the following dimensions to evaluate the

level of complexity of your projects, and identify if you are experiencing the same challenges

as other global project managers:

Number of distant locations The project team can be in a single room (project

war room), in different rooms and in multiple locations. When all stakeholders are in

geographical locations near at hand, face-to-face meetings can be easily organised and

the positive influence of body language and social interaction on the efficiency is clear. In


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global projects, the team members are located at least in two different countries. When

the distance among the team members is such that travel is required for physical contact,

the use of phone and video conferencing becomes essential, requiring the application of

communication strategies to ensure a high level of effectiveness.

Number of different organisations project team members can work for a singledepartment in one company, for multiple departments or even for multiple companies.

Project managers must adapt their people and leadership skills to the multiple policies,

procedures and organisational cultures. The complexity of commercial and contractual

processes is also increased, although outside the scope of discussions in this book.

Country cultures beyond organisational culture, the customs and traditions

of different nations and regions can bring more diversity to the work environment,

reducing the group thinking and improving the collective creativity. Motivation is often

increased as many people prefer to work in cross-cultural environments because of the

rich information exchange. Nevertheless, this diversity can sometimes be the sourceof conflicts and misunderstandings, and project managers must apply some basic rules

and practices to take advantage of the cross-cultural communication, and to avoid its

pitfalls.

Different languages international companies usually establish a common language

for the exchange of information, although the way people communicate is highly

dependent on their own native language. For example, if the common language is

English, the effectiveness of communication by most non-English speakers will be limited

by their knowledge of English expressions, vocabulary and often by their ability to make

analogies and tell stories or understand jokes. On the other hand, native English speakers

would need to limit their vocabulary to clear sentences and essential words, and carefully

confirm the understanding of their ideas by foreign colleagues. The use of online meetings

and visual communication are examples of practices discussed in this book that can be

adopted by project managers to avoid misunderstandings and obtain a high commitment

level from all stakeholders, independently of their native language.

Time zones the whole project team can be based in the same location or in different

locations in the same time zone. On the other extreme, there are project teams with

members in completely different time zones, ,making it difficult (or impossible) to

organise meetings in common office hours. The effect is twofold. Program and project

managers can use the different working times to their advantage, by creating a follow-the-sun implementation, reducing the duration of sequential tasks by a half or a third of the

time. The procedures and communication rules must be precisely defined among people

in complementary time zones (when there is low overlapping of working hours). On

the other hand, important delays can happen, when the exchange of simple information

takes a week to be completed, instead of a single day. Global organisations can implement

standard communication rules and templates across locations to reduce the possibility of

these problems occuring.

The above dimensions can be represented by a radial chart where the centre represents the

lower complexity levels: single department, location/time zone, language and cultures (Figure

I.1.). The combination of medium and high marks shows the higher complexity of projects

across borders, with team members from different cultures, languages, and organisations

working in different nations around the globe: the global projects.


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3In t r o duc t i o n

Organisations can use the scale above to establish comparisons among different projects,

to decide when to apply the good practices and for risk management. More information on

this is given throughout the book.

An alternative approach is to complete the scale with one colour to determine the level

of complexity of the communication between the project manager and the project team

members (where most or all recommendations in this book apply), and use a different colourto categorise the communication with other stakeholders (which requires trust building,

conflict resolution and global communication). This can help the project managers to identify

which sets of good practices are more important in each project. Some real-life examples can

illustrate the usage of this approach.

Examples of global projects

A software development project (Figure I.2) the project team members are working infour companies in different locations (the software company in London, England; one

development team in Curitiba, Brazil; two development teams in Bangalore and Mumbai,

India) with team members speaking four different native languages (English, Brazilian

Portuguese, Kannada and Tamil), all with different levels of fluency in English. There are

three different country cultures, and the total difference in time zones is 8h30 in summer

(GMT-3 for Brazil and GMT+5:30 for India). In addition to the team members, there are

stakeholders from another three locations (three pilot customers in the USA, South Africa

and Australia), elevating the number of country differences to six, and the time zone

difference to 17 hours (GMT-8 for San Francisco, USA to GMT+10 for Sydney, Australia).

A pharmaceutical project (Figure I.3) the project team members come from a partnership

of eight organisations, and are working in six locations (two quality assurance teams in

England, the headquarters in France, two laboratories in Germany and one development

team in South Africa) composed of people speaking three different native languages

(English, French and German). There are four different country cultures, and the total

difference in time zones is 1 hour in summer (GMT+1 for England and GMT+2 for the

Figure I.1 Dimensions of global projects

Jean Binder 2007

Locations

Languages

Time zonesCultures

Organisations

Locations

Languages

Time zonesCultures

Organisations


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other countries). In addition to the team members, there are stakeholders from another

two organisations in different locations (The European Commission in Belgium and one

environmental agency in Switzerland), elevating the number of country differences to six,

without changes in the number of time zones or languages.

An organisational change project (Figure I.4) the project team members from twoorganisations (the main corporation and one consulting company) work in 14 company

offices in ten countries, speaking eight different native languages. The total difference in

time zones is 14 hours in summer (from New York ,USA, to Melbourne, Australia). In this

case, all the stakeholders are in the same locations as the project team members.

Figure I.2 A software development global project

Locations

Languages

Time zonesCultures

Organisations

Team members

Stakeholders

Locat ions Languages Time zones Cultures Organisat ionsTeam members 4 4 08:30 3 4

Stakeholders 7 4 17 6 7

Locations

Languages

Time zonesCultures

Organisations

Team members

Stakeholders

Locations

Languages

Time zonesCultures

Organisations

Team members

Stakeholders

Locat ions Languages Time zones Cultures Organisat ionsTeam members 4 4 08:30 3 4


Locations Languages Time zones Cultures Organisat ionsTeam members 4 4 08:30 3 4


Figure I.3 A pharmaceutical global project

Locations

Languages

Time ZonesCultures

Organisations

Team members

Stakeholders

Locations Languages Time Zones Cultures OrganisationsTeam members 6 3 1 4 8


Locations

Languages

Time ZonesCultures

Organisations

Team members

Stakeholders

Locations

Languages

Time ZonesCultures

Organisations

Team members

Stakeholders






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Global programs

PMI (2006a) defines a program as a group of related projects managed in a coordinated way

to obtain benefits and control not available from managing them individually. The programmanager works closely with the program board, which is composed of senior stakeholders

who provide guidance and make decisions affecting the program outcomes, and with other

parties that have an interest in or are affected by the program. The program manager must also

communicate with the Program Management Office (PMO), which oversees the management

of programs. The program manager is responsible for providing direction and guidance to

the project managers, and may receive assistance from a Program Support Office. Figure I.5

provides an overview of the relationship between the program manager and the program

stakeholders.

The four main categories of programs take into consideration two dimensions: the location

of the program stakeholders and the location of the different project teams (summarised

by Figure I.6). One of these categories (traditional programs) includes programs where all

stakeholders and project teams are located in the same country, which is not the focus of this

book. The other three categories (global programs) will now be evaluated in detail.

The first category (local program of global projects) is a group of related globalprojects

managed in a coordinated way to obtain benefits and control not available from managing

them individually, where the program manager is located in the same country as all the project

managers and members of the program board. While all the practices in this book are relevant

to the project managers, the program manager may only require them to communicate with key

stakeholders located around the globe. One example is a program to develop and implementa new software tool in five countries (Figure I.7), with a program manager located in the UK

(represented by the PgM circle), in the same location as all the project managers (represented

by the PM circles). The program is composed of a global project for the software development

(project manager in the UK and the project team in the UK, Singapore and Mexico), the pilot

implementation project in the UK (the whole project team located together with the project

Figure I.4 An organisational change global project

Locations

Languages

Time zonesCultures

Organisations

Team members

Stakeholders

Locat ions Languages Time zones Cultures Organisat ionsTeam members 14 8 14 10 2


Locations

Languages

Time zonesCultures

Organisations

Team members

Stakeholders

Locat ions Languages Time zones Cultures Organisat ionsTeam members 14 8 14 10 2


Locations Languages Time zones Cultures Organisat ionsTeam members 14 8 14 10 2



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manager) and the local implementation projects in the United Arab Emirates, Singapore,

Mexico and Canada (all coordinated by project managers primarily based in the UK).

The second category (global program of local projects) is a group of traditional projects

deployed in various countriesand managed in a coordinated way, to obtain benefits and control

not available from managing them individually and in the same country. This is the opposite

of the first category, as the program managers will make use of most practices in this book

when managing the project managers and communicating with the program board and other

key stakeholders. Figure I.8 illustrates one global program that will implement standardised

desktop computers in four countries, with the program manager in Brazil and project managers

coordinating traditional teams (all team members in the same location) in Australia, India,

South Africa and Australia.

The third category (global program of global projects) is a group of global projects, with

project managers located in different countries to the program manager and the program

board. This category represents the true challenge of global programs, requiring excellent

Figure I.5 Global program stakeholders

Program

board

Other program

stakeholders

Program

Manager

PMO

PSO

Project

Manager

Project

Manager

Project

Manager

Program

board

Other program

stakeholders

Program

Manager

PMO

PSO

Project

Manager

Project

Manager

Project

Manager

Figure I.6 Categories of global programs

Different

countries

Same

location

Same

location

Different

countries

Local program

of global projects

Traditional

program

Global program

of local projects

Global program

Location of

project

team members

Location of

program

stakeholders

1

2

3

Different

countries

Same

location

Same

location

Different

countries

Local program

of global projects

Traditional

program

Global program

of local projects

Global program

Location of

project

team members

Location of

program

stakeholders

1

2

3


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Figure I.7 Local program of global projects

Global Software Development and Implementation

Program

Singapore

UK

Mexico

Implementation

Project SG

Implementation

Project MX

Time

SoftwareDevelopment

Project

PMPgM Implementation

Pilot Project UKPM

PM

PM

United Arab Emirates

Canada

Implementation

Project AE

Implementation

Project CA

Global Software Development and Implementation

Program

Singapore

UK

Mexico

Implementation

Project SG

Implementation

Project MX

Time

SoftwareDevelopment

Project

PMPgM Implementation

Pilot Project UKPM

PM

PM

United Arab Emirates

Canada

Implementation

Project AE

Implementation

Project CA

Figure I.8 Global program of local projects

Global Desktop

Program

Australia

Implementation

Project AU

South Africa

India

Brazil

Implementation

Project SA

Implementation

Project IN

Time

DesktopDesign

Project

Implementation

Project BR

PM PM

PM

PM

PM

PgM

Global Desktop

Program

Australia

Implementation

Project AU

South Africa

India

Brazil

Implementation

Project SA

Implementation

Project IN

Time

DesktopDesign

Project

Implementation

Project BR

PM PM

PM

PM

PM

PgM


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interpersonal skills and open-minded behaviour from all stakeholders. The global program

manager and all global project managers can apply the recommendations in this book

to improve understanding and reduce conflicts. This is also true when a mix of the three

categories appears (for example, traditional and global projects will be part of the same

program, or only some of the project managers are in the same location as the programmanager).

International companies often conduct global programs to implement Enterprise

Management suites, with global projects for the different solutions. In the example illustrated

in Figure I.9, the global program manager is located in France and the project managers and

project teams are distributed in different countries.

Global projects and programs requirements

As discussed before, the processes, tools and methods assembled in the existing project

management bodies of knowledge are applicable to most types of projects, whether they are

traditional, virtual or global. However, what are the specific needs of global program and

project managers that lead to the need for specific techniques and methods? A study on the

available literature, complemented by interviews with global project and program managers,

identified their main requirements, represented in Figures I.10I.13.

Figure I.9 Global program of global projects

Global Enterprise Management Program

Chile

France

Israel

Time

PgM

United States

China

Human Resources

Implementation

Project

Global

Blueprint

PM

Corporate

Implementation

ProjectPM

Finance

Implementation

Project

PM

Operations

Implementation

Project

PM

PM

Supply

Chain

Management

(SCM)

ImplementationProject

PM

Supplier

Relationship

Management

(SRM)

Implementation

Project

PM

Global Enterprise Management Program

Chile

France

Israel

Time

PgM

United States

China

Human Resources

Implementation

Project

Global

Blueprint

PM

Corporate

Implementation

ProjectPM

Finance

Implementation

Project

PM

Operations

Implementation

Project

PM

PM

Supply

Chain

Management

(SCM)

ImplementationProject

PM

Supplier

Relationship

Management

(SRM)

Implementation

Project

PM


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Figure I.10 Requirements of global project managers global team management

Global Team Management

How can I manage conflicts among team members working in different locations (tome)?

How can I establish trust among virtual team members, particularly when they workfor different organisations?

How can I develop leadership skills that can be effective for team members in otherlocations?

How can I learn to deal with different cultures, allowing other team members to thrivein a multicultural team?

How can I perform team-building activities when the budget does not authorise allteam members to be in the same location during the project initiation phase?

How can I provide coaching to project managers and coordinators located away fromme?

Figure I.11 Requirements of global project managers communication across

borders

Communication Across Borders

How can I have more efficient and shorter meetings over distance?

How can I adapt my company templates for meetings over distance?

How can I track the project tasks and deliverables assigned to people located in othercountries, and avoid misunderstandings created by the different languages?

How can I conduct special meetings, like brainstorming, coaching and knowledgetransfers over distance?

Figure I.12 Requirements of global project managers organisational culture

Global Organisations

How can my organisation adapt its structure and culture to thrive as a globalcompany?

What is the best way to structure the project team?

What types of professionals work well over a distance, and how to select them?


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10 G lo ba l P r oj ec t Ma na ge me nt

If you are currently managing or are involved in a global project or program, it is likely

that you have some of these questions in mind. The framework explained in this book aims to

address all the above requirements, complementing the existing project management bodies

of knowledge.

The answers to these questions are not universal as they depend on factors like the country

and organisational cultures involved in the project, the number of locations, the different

languages, the team size and the project duration, size and complexity. Therefore, the approach

of the framework presented in this book is not to provide a one-size-fits-all strategy, theright answers or the best practices in global project management. The framework contains

guidelines and models that will help you to understand the cultural differences and sources of

misunderstanding. You should determine the best alternatives for your own situation, based

on the real-life examples and practices taken from other international companies. You will

then be able to define an implementation model that suits the requirements of your global

projects, adapted to the specific needs of your organisation.

To be or not to be global?In some situations, the location of the project team members from the main customers, suppliers

and partners will define that a project must be global. One example is the development of a

new product by a partnership of three companies, each with a specialised laboratory in a

different country. In other cases, the location of the main project deliverables may determine

the need for a global project team. This can be illustrated by the deployment of a new

warehouse management system that requires the transformation of buildings located around

the globe. Global projects can also allow companies to unite highly specialised team members

in the same project without relocating them to other countries, or to delocalise certain project

work packages or tasks in order to reduce the project costs. However, there is also a cost for

companies to overcome the large distances between team members, lengthy travel times to

meetings and the inconvenience of working across time zones (Wild et al, 2000).

Before deciding to conduct global projects, each organisation must weigh up the higher

level of innovation and the cost savings offered by having human resources distributed around

the globe against the challenges created by the communication across borders, and the cost

Figure I.13 Requirements of global project managers collaborative tools

Collaborative Tools

Which tools can my company deploy to enhance communication in globalenvironments?

Which tools can I employ to control and coordinate virtual teams working on myprojects and programs?

Which tools can I use to improve the quality of communication between programand project managers, enabling me to monitor the milestones without creatingadministrative overheads?

How can my company deploy these tools at all organisational levels?

How to foster the adoption of the tools?


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of implementing processes to ensure the deliverables will be produced as expected. Every

situation will bring different results to the above equation and companies can define some

principles of operation to guide project managers when developing human resource planning

and assembling the project team. One example is the creation of centres of excellence, with

a catalogue of the main standard services provided by them, and service level agreementsspecifying lead times to start activities, expected duration for common activities and the

expected levels of quality. The organisation can then declare as mandatory the use of the

services from these competency centres instead of developing local skills, recruiting local

people or hiring third parties for specific project tasks.

When deciding to deploy a global team for important projects, organisations can evaluate

the value of the main positive and negative aspects of having a global project, and then perform

a cost-benefits analysis. Another alternative is to perform an evaluation of the strengths,

weaknesses, opportunities and threats (SWOT analysis). A brainstorming session can identify

the main factors applicable to each project, and the lists shown in Figures I.14 and I.15 canserve as a checklist to validate and complement the findings.

Organisational change and organisational theory

When organisations decide to start implementing global projects, or when they decide to

increase the success rate of global projects, they must adapt their structures and their project

management methodology. In order to succeed, this change process must focus on the whole

organisation, from different perspectives. Harold Leavitt (1964) suggested that organisations

Figure I.14 Possible advantages of global projects

Advantages

Access to technical experts

Attracting the best workers independent of location

Environmental benefits

Global workdays (24 hours vs. 8 hours)

Improved disaster recovery capabilities

Increased flexibility

Increased innovation (by reducing group thinking)

Increased productivity

Larger pool of potential job candidates

More accurate picture of international customers' needs

No need to relocate existing workers

Proximity to customers

Reduced labour costs

Reduced office space requirements

Reduction in travel time and expense


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consist of four elements task, structure, technology (tools) and people (actors), which

are interdependent and interact with the external environment. A change in one of these

variables will almost certainly have an impact on the others. Based on the model from Leavitt,

Peter Clark (1972) suggested that, approaches to organisational change should take accountof the possibilities presented by the four interacting variables to create multiple points of

intervention.

Laurie Mullins built on the organisational model from Leavitt to suggest five interrelated

sub-systems to be used when analysing work organisations: task, technology (including

physical aspects and methods, systems and procedures), structure, people and management.

This organisational theory highlights the interrelationships between these variables, noting

that, there is no one best, universal structure. There are a large number of variables, or

situational factors, which influence organisational design and performance. (Mullins, 1996).

A framework for global programs and projects

framework

4. A set of assumptions, concepts, values, and practices that constitutes a way of viewing

reality.

The American Heritage Dictionary of the English Language, Fourth Edition1

framework

2. A frame or structure composed of parts fitted and joined together.

Random House Unabridged Dictionary2

1 2000 Houghton Mifflin Company

2 2006 Random House, Inc.

Challenges

Adapt the organisational culture to home working

Adapt the organisational structure to virtual teamsAdapt the working hours to different time zones

Build trust

Cope with language differences

Deploy collaborative software and licence costs

Establish a team identity

Handle divergent cultural values

Manage conflicts over distance

Provide communication and cultural training

Provide communication technology

Figure I.15 Possible challenges of global projects


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The framework suggested in this book is based on the models from organisation theory, providing

a flexible set of recommendations that can have a positive influence on the performance of

global projects. Companies can select which areas of improvement are required, depending on

their specific needs. They can also determine the order and priorities to implement the groups

of recommendations, depending on their corporate cultures and the technologies available.Finally, they have the flexibility to select which particular recommendations are applicable

to their global projects, considering their main characteristics (different languages, countries,

cultures and time zones).

The organisational change foundation of the framework allows a holistic approach during

the definition of new processes and practices, and the implementation of the recommendations.

Global teams require a new set of people skills, interpersonal relationships and leadership

styles. Novel communication techniques must allow the management of team members and

other stakeholders over distance. Different forms of project structures and organisational

standards must be in place to cope with project team members distributed around the globe.The organisational culture will serve as a basis for the selection and implementation of the

collaborative tools hardware, software and communications. New techniques, systems and

procedures need to be available to all stakeholders involved in global projects to increase

adoption of the new set of tools. Figure I.16 illustrates the resulting framework for global project

management, and the five categories of information: global teams, global communication,

global organisations, collaborative tools and collaborative techniques.

The practices, processes, measures, theories and case studies in the framework are grouped

into different knowledge areas that allow a modular implementation. Five chapters exist for

each category from the framework (Figure I.17), as follows:

Global team management the chapters in this category represent the main

recommendations found in the literature for effective management of global project teams:

cross-cultural collaboration, global team leadership, trust building, conflict resolution and

coaching over distance.

Global communication the chapters in this category complement the communication

processes as explained in the PMBOK guide: global stakeholders analysis and

Figure I.16 The Global Project Management Framework: five categories

Jean Binder 2007

Collaborative tools


Global teams


Global organisationsOrganisational

Change

Organisational

Theory

Collaborative tools


Global teams


Global organisationsOrganisational

Change

Organisational

Theory


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communication channels (main activities of the communications requirements analysis),

communication rules and templates (input to the communications planning process),

global communication strategy (part of the communications management plan), global

communication techniques (knowledge gathering, distribution and exchange) and global

creativity using online brainstorming techniques.

Global organisations this category contains the knowledge required by globalorganisations to improve the effectiveness of global projects: global project organisation

structures, global human resources selection, global program and project offices,

organisational support and global collaborative networks.

Collaborative tools this category provides generic strategies for the implementation

of collaborative tools: basic technologies (e-mail and telephones), synchronous audio

and video tools (audio and video conferencing), synchronous text and image tools

(instant messaging and web conferencing), asynchronous knowledge sharing tools and

asynchronous project management information systems. These knowledge areas represent

the main solutions currently available to global projects, and can be expanded to include

the new developments expected in the near future.

Collaborative techniques the chapters in this category provide techniques that

allow the adoption of the collaborative tools by most project stakeholders: use of basic

technologies (e-mail and telephones), effective audio and video conferencing, coordination

of online meetings, knowledge sharing techniques and project management information

systems.

Figure I.17 The Global Project Management Framework

Jean Binder 2007

Project

Management

software

Knowledge

sharing

tools

Audio and video

tools

Basic

tools

Collaborative

PMKnowledgeOnline meetingsAudio and videoBasic

techniques

CoachingConflict

resolution

Trust building

Cross-

cultural

collaboration

Global

team

leadership

Global

creativity

Global

communication

techniques

Global

communication

strategy

Stakeholders

and

communication

channels

Rules

and

templates

Organisational

support

Global

project

structures

Global

program and

project

offices

Selection of

international

human

resources

Text and image

tools

Global

collaborative

networks

1 2 3 4 5

6 7 8 9

10

11 12 13 14 15

16 17 18 19 20

21 22 23 24 25

sharing


Collaborative tools


Global teams



Project

Management

software

Knowledge

sharing

tools

Audio and video

tools

Basic

tools

Collaborative

PMKnowledgeOnline meetingsAudio and videoBasic

techniques

CoachingConflict

resolution

Trust building

Cross-

cultural

collaboration

Global

team

leadership

Global

creativity

Global

communication

techniques

Global

communication

strategy

Stakeholders

and

communication

channels

Rules

and

templates

Organisational

support

Global

project

structures

Global

program and

project

offices

Selection of

international

human

resources

Text and image

tools

Global

collaborative

networks

1 2 3 4 5

6 7 8 9

10

11 12 13 14 15

16 17 18 19 20

21 22 23 24 25

sharing


Collaborative tools


Global teams




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The framework sources

Figure I.18 illustrates the main sources of information for the framework structure and

contents. Academic papers provided the knowledge for the construction of the framework and

for the structure of the 25 chapters. The main contents come from direct observations, roundtables, interviews, surveys and personal experiences of successful projects. The observation

and analysis of less successful projects also provided an interesting comparison for the

conclusions about the influence of the good practices on the project performance and on the

quality of the deliverables. Other literary sources usually based on different forms of theory,

research, work experiences and case studies provided additional information to validate and

complement the academic findings and the real life experience. The main literary sources

come from the following domains:

Project management bodies of knowledge (for example, PMBOK Guide, PRINCE2,

Gower Handbook of Project Management, International Journal of Project Management,Project Management Journal).

Virtual teams (for example. Edwards and Wilson (2004), Haywood (1998), Fisher and Fisher

(2001), Lipnack and Stamps (1997), Kostner (1996), and Hawaii International Conferences

on System Sciences, see DeLone et al. (2005) and Katzv et al. (2000)).

Virtual project management (for example, McMahon (2001), Mayer (1998), Rad and Levin

(2003), Pauleen (2004), Goncalves (2005).

Management and organisational behaviour (for example,. Buchanan and Huczynski

(1997), Mullins (1996), Hannagan (1995)).

Cross-cultural studies (for example, Hofstede (2001), Trompenaars (2003, 2005), Melkmanand Trotman (2005), Magala (2005)).

International business (for example, Wild et al (2000), Mead (2000, 2004)).

Specialised magazines (for example, PM network, Project Manager Today).

The full references can be obtained from the bibliography section (see page 271).

Figure I.18 The Global Project Management Framework: sources of information

Academic studies and

books on project

management, virtual

teams and virtual projectmanagement


books on organisational

behaviour, cross-cultural

studies and international

business

Real life experience Global Project Management

Framework


books on project

management, virtual

teams and virtual projectmanagement


books on organisational

behaviour, cross-cultural

studies and international

business

Real life experience Global Project Management

Framework


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What the framework provides to global organisations

The framework implementation provides three main benefits to global organisations. Firstly,

companies can deploy collaborative tools using the implementation templates supplied in

this book. They may use the recommendations to increase the adoption rate of technology bythe team members involved in global projects, by providing them with enough knowledge to

master the essential functions of the hardware, software and communication tools. This will

increase the efficiency of meetings, reduce the occurrence of misunderstandings and foster

collaboration among team members in different locations.

The second benefit may be achieved when international companies implement a set of

processes and good practices for global project management, based on the recommendations and

templates provided in the different chapters. The project managers, program managers and PMO

team members can form study groups, evaluating what recommendations are applicable to their

specific situations, and develop new practices from their personal experience. The outcome willbe a framework of good practices adapted to the organisational culture and to the cultures of

the countries where the company operates. The framework can also be included in the project

management methodologies. The organisations that opt for the Global Project Management

Framework as the structure for their good practices will simplify the exchange of information with

other companies, the comparison of their practices and the creation of a set of practices specific

to cross-company projects. These companies will benefit from an increased level of trust between

team members, increased cooperation levels among people from different cultures, effective team

leadership over distance and streamlined communication channels among all stakeholders.

Lastly, organisations can promote internal training on global project management, usingthe framework as a basis for the course structure and the contents, to increase awareness of and

proficiency on the collaborative tools and global project management practices. The global

project managers and team members attending the training can learn and discuss the main

recommendations, practice coaching and brainstorming over distance, use the collaborative

tools, rules and templates during the exercises and try the global communication techniques.

Cross-cultural training can complement these sessions, with practical exercises on team

leadership, conflict and negotiation skills, and cultural differences.

Figure I.19 The Global Project Management Framework: the deliverables

Collaborative tools

Methodology and best

practices on global

project management

Training on global

project management


Framework

Collaborative tools

Methodology and best

practices on global

project management

Training on global

project management


Framework


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The next steps

The framework explained in this book provides a comprehensive starting point for global

organisations, project offices, global program managers and project managers to achieve

higher levels of efficiency. After the implementation of the framework in their organisations,programs and projects, new practices and recommendations will start to appear, aiming for

constant evolution and improvement.

The modular design allows a constant evolution of the framework through your

feedback. At the end of each chapter, you will find questions about your opinions on the

recommendations, practices, tools and techniques. You can also reflect on the applicability

of each recommendation to your own environment, and voice your thoughts on the global

project management forum (see www.GlobalProjectManagement.org):

Are the recommendations applicable to most projects in your organisation, or only specific

types (for example, large, critical)?

Do you disagree with some recommendations, or have you tried different tools or practices

with better results?

Do you have any suggestions on how to improve the templates?

Are you aware of different management theories that are more applicable to your country

culture?

The goal of this knowledge exchange is to produce an improved framework of

recommendations that can be exchanged among different companies and countries: an

open framework for global project management. You can think about your own practicesas a good way to improve the competitive advantage of your company, and therefore

prefer to keep them confidential. However, the project management bodies of knowledge

are there to prove the benefits of having a common set of good practices and terminology

across organisations and knowledge areas. In this case, sharing is the best way to work

together, in partnerships, in customer-supplier relations or when selling and providing

services.

Figure I.20 The evolutionary Global Project Management Framework

Feedback

Improveme

nts

Global

organisations

Discussion

group


Framework

Feedback

Improveme

nts

Global

organisations

Discussion

group


Framework


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Key concepts

Existing project management methodologies, bodies of knowledge and maturity models

identify, but do not address, specific requirements from global project and program

management. This book aims to build on their solid formalisation of processes andpractices, adding a layer of knowledge on global projects and programs management.

Distributed Projects projects with team members from the same company, based in

different locations.

International Projects projects with team members from the same company, working

in different countries.

Virtual Projects projects with team members from diverse companies, in different

locations.

Global Projects projects managed across borders, with team members from different

cultures and languages, working in different nations around the globe. Global programs a group of related projects with aligned strategic benefits, normally

associated with tactical organisation change, whose stakeholders are located in

different countries.

Global project management requirements can be classified into tools, meeting

management, people management and the organisational structure and culture.

A cost-benefit analysis is required before deciding to deploy a global team to work on

a project. The remaining chapters in this book will help in overcoming most of the

challenges, but the residual cost and effort associated with training and organisational

changes should not be underestimated.The Global Project Management Framework was built on organisational change and

organisational theories, allowing a consistent implementation of good practices and a good

adoption rate by global project team members. The five categories of information in the

framework are: global teams, global communications, global organisations, collaborative

tools and collaborative techniques.

The framework in Figure I.17 is a good reference tool for the preparation of a framework

of good practices to be implemented in your company and projects.

Global organisations following the recommendations in the framework will deploy

collaborative tools with a good adoption rate, update their project managementmethodologies with good practices on global project management and have a

comprehensive template for internal training.

Further reading

Desouza, K., Jayaraman, A. and Evaristo J. (2002) Knowledge Managementin Non-Collocated Environments: A Look at Centralized vs. Distributed Design

ApproachesThis paper shows how projects changed from traditional (collocated) to virtual, suggests a

typology of projects (from single collocated to multiple virtual) and provides some hints about

centralised and decentralised approaches to development.


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Van Fenema, P.C. (2002) Coordination and Control of Globally DistributedSoftware Projects

This thesis presents an academic definition of global projects and their main challenges.

Katzy, B., Evaristo, R., Zigurs, I. (2000) Knowledge Management in Virtual Projects:A Research Agenda

This study provides a research model and presents an interesting categorisation for projects,

with the definition of traditional, distributed and virtual projects.

Zeitoun, A. (1998) Managing Projects Across Multi-National Cultures: A UniqueExperience

This article presents the definition of Global Project Management and a checklist for working

across cultures, discussing the main challenges in managing global projects and suggesting

some strategies to tackle them.

Leavitt, H.J. (1964) Applied Organization Change in Industry: Structural, Technical,and Human Approaches;

Clark, P.A. (1972) Action Research & Organizational Change

These sources contain the early organisation change theory and the variables used as a reference

for the framework of good practices.

Balogun, J. and Hailey, V.H. (2004)Exploring Strategic Change;

Thornhill, A. et al (2000) Managing Change: A Human Resource Strategy ApproachThese books present more recent views on organisation change processes, from strategic

change perspective (the former) and human resource strategy (the latter).

Mullins (1996) Management and Organisational Behaviour

This book provides a solid basis for the analysis of an organisation, for the preparation to

an organisational change project, for the implementation of a new methodology on global

project management and for an evolution of the organisational culture.

Turner, J.R. and Simister, S.J. (2000) The Gower Handbook of Project Management;

PMI Project Management Institute (2004) A Guide to the Project ManagementBody of Knowledge: PMBOK Guide;

IPMA International Project Management Association (2006) IPMA CompetenceBaseline;

OGC Office of Government Commerce (2002) PRINCE2

These sources provide a solid understanding of the main processes, techniques and skills

applicable to project management. This book relied heavily on these sources to build the

additional knowledge required by global project management.


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Interactive section

Participate in the online survey (www.GlobalProjectManagement.org) and let us know

which types of projects and programs you are working on, visualising in the end how your

projects fit within the global dimensions.Access the survey results on the same website to understand how the global projects

from different companies are positioned in the dimension matrix, and how your project

compares with them.

Using the discussion groups on the website, let us know your opinion on the framework:

Do you see additional benefits to global projects in your environment, other than those

represented in Figure I.14?

Do you face different challenges in your global projects and programs, other than those

represented in Figure I.15?Are you aware of organisational change theories that are more applicable to your

geographical location and country culture?

Can you identify any category of information missing from the framework?

Do you have in mind a different use of the framework, other than those suggested in

Figure I.19?


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PART

IGlobal Teams

This part presents strategies to manage global project stakeholders, by understanding the

differences in culture, language and time zones, and identifying how to transform these

differences from

Documents

Global Project Management-Binder, Jean