2. ■ Introduction
■ Examples of Global Projects
■ Key Areas and Issues
§ Team
§ Communication Plan
§ Metrics & Reporting
§ HR and Culture
§ Finance
■ Questions & Answers
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3. ■ Petr Pustina (Senior Consultant)
■ Background
§ 15+ years experience in Consulting and Program &
Project Management
§ Private and Government Organizations
» US & Canada, EU, Czech Republic
» Forestry, Mining, Energy, Logistics, Health Insurance,
Banking (& Insurance), US State and Federal Government,
Czech Government, Integrated Manafucturing
§ Business Consulting, Business Process Improvement,
Organization Transformation & Integration, Business
Continuity Management
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4. ■ Global Workforce Reduction
§ EMEA, Asia-Pac, Americas
§ 47 countries
§ Over $100 million
■ IT Consolidation
§ EMEA & US
§ 10 countries
§ Over € 15 million, exluding Capex
■ ERP at Middle East Telecom
§ UK & Middle East
§ 4 countries
§ Over £ 50 million
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5. ■ Traditional vs. Virtual
§ Virtual Teams are Teams of people who primarly interact
electronically and who may meet face-to-face occasionally
■ Reasons for Virtual Teams
§ Not physically collocated
§ Not practical to travel to meet
§ Different time zones
§ Limitt travel costs
§ Reduce commute (work/life balance)
■ Technology to Support Virtual Teams
§ Network of people supported electronic links (like network
nodes) to mediate interactions
§ MS NetMeeting & LiveMeeting, Interwise, WebEx, others…
§ Virtual Teams = Teams + Electronic Links + Groupware
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6. ■ Strategies for Virtual Teams
§ Hold initial face-to-face meeting
§ Have periodic face-to-face meeting to resolve
conflicts and maintain team cohesiveness
§ Establish clear code of conduct or ground rules
§ Motivate (reward and recognize performance)
§ Use visuals
§ Use caution in tone and language
■ Benefits
§ Work from Anywhere at Anytime
§ Skills can be obtained from anywhere
§ Project expenses significantly reduced
or eliminated
§ No commute time
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7. Situation
Stage
Strategy
Implementation Solicit Feedback
Assessment Development
• Evaluate the • Develop Global • Execute • Measure the results of
Tasks
environment Communication strategy communications plan the communications
and plan program
• Establish goals
• Integrate Global
Communication timeline
into project plan
• Communications • Global Communications • Implemented • Feedback survey
objectives considerations communications
Deliverables
• Interview guide
program through the
• Baseline • Communication matrix
vehicles and in line • Survey and Interview results
communications by audience, vehicle,
with the timeline
assessment message, timing
• Communications
• Communications
training and
milestones by
supporting materials
Program/Region/Country
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8. Metrics & Reporting
■ Global Needs
§ Communicate, with clarity, to key stakeholders
the status of the program and/or project,
leading to decisions and actions that can make
the difference between success and failure
§ Identify the warning signs that a program
and/or project is veering off course and
implement measures that will put it back on
track
Business Stakeholders KT Work Migration Work
Resources Scope
Case Benefits Communication & Schedule & Schedule
Lege Green - STAY THE COURSE - no corrective action
nd: Yellow - WARNING - required action required in
corrective
Red - URGENT - near term action required
the corrective
immediately
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10. Metrics & Reporting
■ Throughout the
project, there are
number key
management threads
that need to be
constantly managed
to ensure successful
outcome
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12. Country 1
Region 1
Country 2
Steering
Country 3
Committee
Country 4
Region 2
Country 5
Country 6
Each country On Tuesdays, each On Wednesday, the PMO
submits a Region conducts conducts phone calls with
dashboard to the phone calls with the each Region to review
regional office on countries to review their respective
Monday evening. their dashboards. The dashboards. The most
most important items important points are
are summarized onto a summarized and compiled
regional dashboard and into a Steering Committee
it is submitted to the Dashboard. The project
PMO on Tuesday manager presents this
evening. dashboard to the Steering
Committee at a weekly
check-in meeting.
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13. Issues Communication
Operational
Plan Resolutions & & Change
Execution
Decisions Management
Green Green Green Yellow
ON PLAN ON PLAN ON PLAN % complete today: --%
•Implementation plan •Coffee talk with On track (yes/no):
approved ISSUES employees preview for ON PLAN
•List of employees received 3rd September •List received and verified
and verified OUTSTANDING •Separation template
ISSUES preparation in progress
ISSUES ISSUES
OUTSTANDING •All questions are
clarified. The contacts are
OUTSTANDING established with the
consultant
•One employee is on
vacation - need to wait for
his return (30th August)
OUTSTANDING
•Need to define how to
reach agreement with
employee who is on LOA
(before the contact with
he employee)
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14. Metrics & Reporting
■ Project Dashboard
§ Will enable you to predict project outcome
§ Will facilitate better communication by
translating project status into executive
decisions and actions
§ Depicts the state of project using “traffic signal”
concept
§ Functions as built-in agenda for steering
committees
§ Focuses attention on key project issues
§ Acts as a catalyst for decisions and actions that
will make the difference in business results
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15. ■ HR Administration
§ Statutory requirements & Local laws
§ Visas, permits, insurance
§ Local administration
§ Staff Rotation
■ Culture
§ Languages
§ Working environment
§ Briefings and educating
§ Culture shock
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16. Program Sponsor
Or Executive
Committee
“Owner” The place of the PMO in
the organization of the
project is critical to its
Steering Group
“Guidance” success.
PMO
PMO Manager
It is important from a
“Direction” number of perspectives;
Global governance,
leadership, sponsorship
Project Project Project
from stakeholders and
Manager Manager Manager HR administration
Project Project
issues.
Manager Manager
“Delivery”
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17. ■ Finance
§ Statutory requirements
§ Tax treaties
§ Tax impact on project staff
§ Currency conversions & issues
§ Vendor Management
§ Local contracts
§ Expense policies
§ Asset Management
■ Benefits
§ Measurable & Tracked
§ Avoid pitfalls
§ May be included on Dashboard
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