The Bleeding Edge: The Virtual Business of Global PM

 

Managing global projects involves more than just the differences in culture, language and time zones. In the past, many international projects were based on country differences and outsourcing. In the future the predominant projects will entail project members who are from different companies. Many times, it is that aspect that has made the project global. This new facet means that many more PMs are being given international projects to manage for the first time - projects that were formerly performed within their native country. Such projects are not just remote versions of the in-country project.

The involvement of multiple organizations in a project -- what we call the virtual enterprise -- means that culture and language differences include not only country particulars but also organizational ones. The relationships being formed are not customer/supplier but are partnerships in a joint venture. The information system that is used to manage the project and its documentation must honor the differences and privacy of the member organizations.

What can we expect to see from technology to respond to this new reality?
Collaborative tools will adjust to account for time differences and the pace of work in other regions. For example, if the PM is arranging a video or voice conference call, the local time of day and work habits have to be considered, and the tools have to assist …

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