Categories: Project Leadership
By Marat Oyvetsky, PMP
Global companies often struggle to get international projects across the finish line because they have to mitigate risks or issues that are outside of typical budgeting and resource availability constraints. In many cases, companies must work through issues such as language barriers, cultural differences, varying time zones and international team cohesion. All of these can cause serious delays in successful project completion.
However, when a global pandemic strikes that quarantines a large portion of the planet, new risks are introduced that can completely derail or destroy a company’s international projects.
While the COVID-19 pandemic introduced challenges in completing many international projects on time and on budget, it didn’t completely eradicate the finish line for many international projects.
Here are a few tips to consider when working to successfully complete global projects during a pandemic:
1. Seek out executive sponsorship: Every project has stakeholders who will be the main champions for the project’s successful completion. During a global pandemic, it is even more vital to ensure that there are executive sponsors involved in the project. The crisis has affected global manufacturing, the global supply chain, banking and a horde of other institutions that projects and project teams depend on to complete tasks and reach milestones.
During the pandemic, executive sponsors can provide support and quick approval for additional budgets and emergency funding that can help projects stay afloat and allow the most vital projects to be funded to completion.
2. Adjust hardware lead times and balance international resources: The COVID-19 pandemic has affected nearly every business around the globe, from slowing down the supply chain to completely shutting down many factories. This has impacted hardware lead times, from computers to network systems. Instead of measuring shipping in days, companies were finding that lead times for hardware delivery had either been postponed indefinitely or been delayed by weeks or even months.
Reviewing all lead times across every global project, project leaders can work to prioritize projects that are vital to the company as well as those that have workable lead times and can still be completed, even with an extended deadline. Working with executive leadership, project leaders can also prioritize which projects need the most resources globally and help refocus attention to those projects to help drive them to completion.
3. Increase team meeting frequency: When running international projects, many project leaders manage resources in a matrix environment globally. This means that there are resources on the project team that are internal company resources as well as external customer and consulting resources. Communication is vital to ensure that all tasks and milestones are coordinated and completed efficiently within the planned time and budget.
The COVID-19 pandemic has thrown extreme chaos into project timelines and budgets. Project leaders can communicate more effectively with the global team by planning shorter but more frequent meetings. Increasing the recurrence but decreasing the meeting duration can improve communications between all company resources. Tasks and milestone assignments can be reviewed quickly, assigned or reassigned, as well as updated and forecasted to ensure that the entire team is not only in lockstep daily and weekly, but is also prepared for the extended lead time durations, project timeline baselines and changing budgets.
4. Balance the portfolio: COVID-19 has impacted nearly all global project timelines due to its effect on the global workforce. Project leaders will need to work with executive leadership to identify projects that fit into two categories: projects that are vital to the business and projects that can still be completed, even with increased timelines and dependency lead times. Once these projects are identified, project leaders will need to work with their teams to ensure that resources are balanced appropriately across the portfolio, targeting the most strategic projects with the most realistic completable timelines.
While the pandemic has crippled the global workforce and economy, project leaders are still leading international programs and projects to successful completion with global teams working together through extended timelines, adjusted budgets and augmented requirements.
Share below: What are your lessons learned from leading international project teams during the pandemic?