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The 5 W's of Successfully Working on a Global Project
| Due to the global nature of projects, nowadays it's quite common for project managers to have project teams that include members of different nationalities and cultures. Rather than making positive or negative conclusions about a culture, project managers need to build awareness and understand that cultures exist relative to each other. The challenge is to determine the actions that will enable them to successfully manage projects and reconcile the relative differences. Project managers should consider the five W's to successfully work collaboratively on a global project. Who: Who is working on the project? Everyone. It is rare to find a stakeholder or team member working on a project that has little or no contact with people from a different culture of their own. What: What skills do project managers need to develop that will make them credible in another culture's eyes? A project manager may be fluent in one or more foreign languages, for example. While that will help him or her communicate with others, it will not give the project manager the understanding on how a culture understands deadlines or other aspects of business. Project managers must listen and observe while working in a global setting to learn these things. Where: Where is there opportunity to learn? Project managers should interact with people of different cultures inside and outside of the business world to navigate through unfamiliar cultures. Next time an intercultural opportunity arises, seize the moment to observe, reflect and learn. When: When is the best time to collaborate with a multicultural team? Select an activity where all or most of your team members participate, such as a project status meeting. Does every culture respect a set meeting time, for example? In some cultures, there are no written rules of time etiquette, and a single event can be interpreted in a multitude of ways. Why: Why should you care about multicultural traditions? As a project manager, you will have to manage teams that are partially collocated and across time zones. You should be somewhat comfortable in foreign environments and cognizant of local customs to continue learning and effectively conduct projects. As a global project manager, how do you apply the five W's? |
Can Modern Executives Learn from the Romans?
Categories:
Stakeholder Management
Categories: Stakeholder Management
| In September 2011, Project Management Journal published an article comparing similarities between public works management in the Roman era and similar projects today. The only significant difference that was noted from the last 2,000 years is the proliferation of formal tools and techniques we now use compared to the 'seat of the pants' (or should that be toga?) approach used by Roman managers. However, in my opinion, the authors, Derek Walker and Christopher Dart could have added a few more differences. For example, the simpler social structures of the Roman era provided a direct link between project initiator and the manager responsible for the work. For major works, the emperor would frequently be the person directly funding the project. He would also appoint the manager. Another way projects were launched: To enhance his or her prestige, a benefactor funded other projects. The appointed manager bore personal responsibility for the project's success. Interestingly, he also had to lobby for the unpaid appointment. The manager's prestige and the standing of his family for generations to come could be influenced by success or failure of a significant project. Most of the actual work was contracted to commercial organizations on similar terms. The contractor was obliged to complete the work for the price agreed upon by both parties. Failure could literally have fatal consequences for the contractor and serious consequences for his descendants. Probably the most significant difference between the Romans and today's project professionals was the overall commitment to success demonstrated by the Romans. There were direct lines of accountability from the benefactor funding the project to the contractors delivering the work. Everyone's prestige was at stake. Today, the complexity of modern organizations and multiple competing objectives tends to obscure the link between a project and the organization's overall strategy. Most project managers are committed to the success of their projects. But this commitment is not necessarily reflected in the higher levels of the organization, as evidenced by the number of articles on 'selling' the benefits of a project to organizational management. When there is a clarity of purpose, such as building the London Olympics, remarkable results can still be achieved. Unfortunately, within the matrix structures common in most organizations, in my opinion, one of the real challenges is finding a 21st century way to recapture the Roman's top to bottom commitment to the success of each project. How do you think this level of stakeholder alignment could be achieved in your organization? |
Create Program Visibility
| Many organizations have a vision statement focused on long-term goals. In my experience, project professionals tend to dislike such vague objectives because they lack detail on how the goals should be achieved. This is program or project work: We want to turn a sponsor's idea or goal into actual plans. But in reality, vision statements in a project or program can be very impactful, as they lend themselves to collaboration among stakeholders. As an example, let's look at the Buddha Memorial Center in Kaohsiung, Taiwan. At the heart of this religious center is a relic of the Buddha that avoided destruction when it was snuck out of the country during the 1960s Cultural Revolution. Three decades later, Buddhist monks in India felt the relic should return to Taiwan. For Taiwanese citizens and politicians, as well as Buddhists worldwide, there was a wish to do full justice to the relic and its religion. Planning for the Buddha Memorial Center began in 1998 when the relic arrived in Taiwan. Construction launched in 2003 and was completed in 2011. During that time, the design for the center changed more than 114 times, growing from 20 to more than 100 hectares (247 acres). Even when construction finished in 2011, the world's largest copper Buddha statue, at 108 meters (354 feet) high, was added to the center in the spring of 2012. Although it's in every project professional's nature to keep as close to plans as possible, and keep change to a minimum, change management was a key factor to success with the Buddhist Memorial Center project. The project managers had to be flexible and communicate. Traditional tools and techniques such as 'rolling-wave' and 'fast-track' planning allowed constant change to be embraced. Program visibility was also important. 'Program visibility' refers to making sure everyone involved is aware of objectives and strategy risks, and that everyone feels involved in the management and its outcome. (Program Management Standard, p14. Doman IV: Stakeholder Management.) In this case, regular meetings were held for all the major stakeholders. The meetings were often open to the public and media, which helped generate even more support. Meetings are as much about reaching consensus as sharing information. Program visibility also ensures that all stakeholders, from sponsors to workers, share a sense of purpose and commitment. The lesson learned from building the Buddhist Memorial Center shows how important it is to share your vision for a project or program. Doing so can allow you to create a lasting impact. How have you made your project or program more visible? Editor's Note: Photographs taken by Liang Ching Chih. |
If Project Managers Had Life Tenure...
| I recently heard an interview with Antonin Scalia, an associate justice of the Supreme Court of the United States, regarding the rulings he has handed down over the years. The reporter wondered if Mr. Scalia ever worried about public backlash or the opinions of his fellow justices. Mr. Scalia simply replied that he didn't worry about that. He has life tenure, given to him by the U.S. government. He believes that tenure allows him to do and say what he thinks is right and not worry about how it will affect his career or colleagues. This answer had a profound effect on me. I often wonder if I am "doing the right thing" when I make decisions at work. I try, but I would not be honest if I did not admit that the career survival instinct hasn't kicked in once in a while. Perhaps sometimes I compromise on issues that I know are not good for my projects or my team. But I'll give the client the answer they want to hear, or perhaps tone down the weekly status report to avoid stirring the pot when there are real issues to discuss. I've now started applying what I will refer to as the "life tenure" rule to all of my decisions and activities. I try to look at a decision or situation through the lens of "If I did not have to worry about politics or personalities or self-promotion, would I still make this move?" I have to say, thankfully, that I appear to achieve that about 90 percent of the time. But clearly I think that can improve. I know it is naive to think that someone could or should perform their job as if they could not get fired. Or to think that if we all had that freedom, that we would always make the right decision. But it is an interesting concept to ponder, and a fascinating test to apply. Think about it: How would your professional life change if you had life tenure as a project manager? |
Guidelines to Plan and Facilitate a Brainstorming Session
| In a previous post, I referred to brainstorming as one of the most constructive and fruitful techniques to collect project requirements. Brainstorming can be similarly effective and efficient when applied to solving challenges in a project. Project managers can gather the project team together and brainstorm for creative ways to address the issues. In a brainstorming session, the project manager can take on the planner role, as well as the facilitator role. As a planner, project managers might consider the following guidelines:
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