Global Projects presentation given at PMI-DVC on Thursday, March 16, 2017.

1. Global Projects
PMI DelawareValleyChapter Presentation
March 16, 2017
John McHugh, PMP

2. Overview
In the next hour…
We will be discussing global project
management.
From my portfolio of IT projects, I am
using three projects over a period of
15 years as examples of how global
project management evolved and
asking are we improving at managing
global projects?

3. Global Projects
Learning
Objectives
Learning Objectives
Be ready as a project manager to deliver
a successful Global Project
​Build and develop your project
management skills for Global Projects
​Meet the ever-evolving challenges of
Global Projects​

4. Global Projects
Before we get
started….
Has anyone be engaged in a
Global Project?
What is a Global Project?

5. Global Projects
Let’s start with
Globalization

6. Global Projects
What it does
Globalization
do for us?
Globalization
“The sudden increase in the exchange of knowledge, trade
and capital around the world, driven by technological
innovation, from the Internet to shipping containers, thrust
the term into the limelight.”
In an article from the Economist, the author presents the
ideas that globalization has been occurring for many years.
“Some see globalisation as a good thing.
Others disagree….
Whether you think globalization is a ‘good thing’ or not, it
appears to be an essential element of the economic history
of mankind.”
“When did Globalization Start?” “The Economist - Sep 23rd 2013

7. Global Projects
A good book
to read on
Global Project
Management
“Global project management provides a
solid foundation of management
technology to create products and services
that did not previously exist but are
needed to remain competitive in the global
marketplace.”
Global Project Management Handbook: Planning, Organizing and
Controlling International Projects – page xiii.
Global Project Management Handbook: Planning, Organizing and Controlling International Projects
David I. Cleland and Roland Gareis (2006)
https://books.google.com/books/about/Global_Project_Management_Handbook_Plann.html?id=N29hiSlk48wC&printsec=frontcover&source=kp_read_button&hl=en#v=onepage&q&f=false

8. Global Projects
What is a
Global Project?
Global projects
By Jean Binder
“Global projects involve team members from
Each of these dimensions can contribute to the
success of the team and the quality of the project
deliverables, while adding challenges to project
and program managers, PMOs, and the team
members.”
https://www.pmi.org/learning/library/global-project-management-framework-6863
various cultures and organizations,
spread in locations across countries and time zones,
and speaking different native languages.

9. Global Projects
Global Project
Framework
Global projects By Jean Binder
https://www.pmi.org/learning/library/global-project-management-framework-6863

10. Global Projects
What are
Global
Projects?
Another Definition of Global Projects
“A global project is one whose activities are
performed abroad and whose members operate
in more than one country.”
“When…organizations…look beyond borders and
time zones to locations and potential business
partners around the world (they enable a) new
worldwide focus (making) the “global project” a
common feature among today's business
portfolios.”
“Managing projects across the global enterprise” Conference Paper – Governance 2009 By Ravi Sahi
http://www.pmi.org/learning/library/managing-projects-global-six-challenges-6823

11. Global Projects
TheChallenges
as identified in
a PMI
Conference
Paper
Project Managers working on Global Projects face a unique
set of challenges…
These planning and implementation challenges, which have
the power to derail projects and cost organizations millions
in resources, can be broken down into six main categories:
 Political/Social
 Economic
 Natural
 Infrastructure and Logistics
 Cultural
 Legal
“Managing projects across the global enterprise” Conference Paper – Governance 2009 By Ravi Sahi
http://www.pmi.org/learning/library/managing-projects-global-six-challenges-6823

12. Global Projects
10 Rules for
managing
global
innovation
10 Rules for Managing Global Innovation
BY Keeley Wilson and Yves Doz
FROM THE OCTOBER 2012 ISSUE OF THE HARVARD BUSINESS REVIEW
“In 2004 we teamed up with Booz & Company to conduct a global survey that was
completed by 186 companies from 19 countries and 17 sectors, with a combined
innovation spend of more than US$78 billion. We draw on that work to present a set of
guidelines for successfully managing global innovation projects.”
1. Start Small
2. Provide a Stable Organizational Context
3. Assign Oversight and Support Responsibility to a Senior Manager
4. Use Rigorous Project Management and Seasoned Project Leaders
5. Appoint a Lead Site
6. Invest Time Defining the Innovation
7. Allocate Resources on the Basis of Capability, Not Availability
8. Build Enough Knowledge Overlap for Collaboration
9. Limit the Number of Subcontractors and Partners
10. Don’t Rely Solely on Technology for Communication
These rules appeared in an article in the October 2012 issue of Harvard Business Review.
https://hbr.org/2012/10/10-rules-for-managing-global-innovation

13. Global Projects
Five
Challenges in
Global Projects
Five Challenges in Global Projects
By Siv Pensar, Aug 17, 2010
As a project manager for a global implementation
project,
First and most crucial challenge is to make sure
that local management is committed.
The second challenge is to appoint qualified local
project members.
The third challenge is commitment of local project
members.
The fourth challenge is to choose communication
methods and tools.
The fifth challenge is to adapt your
communication style.
https://www.itforbusiness.org/article/five-challenges-in-global-projects/
Posted in category: 2010 Member Articles

14. Global Projects
Summary
The advent of globalization has brought about
the need to manage some projects with an
international focus.
This presentation will not provide a historic
time line of the development of global project
management.
My emphasis for tonight is on the practice of
project management from an international
standpoint.


15. Global Projects
Siemens
eBusiness
environment
First project we will look at is an eBusiness
project at Siemens. In 2000 a new organization
was set up called SeE - Siemens eBusiness
Environment.
OBJECTIVE
To provide a unified look and feel across all the Siemens web
sites.
 What was driving companies to get on the Internet?
 “If you are not on the Internet in six months, then you will
be out of business.”
 Planned Delivery Date = December 2000
 Delivered – December 1, 2000

16. Global Projects
Project team
headquartered
in Boston, MA
Siemens teamed up with a Dot.com
business named Zefer.
https://www.tripadvisor.com/AttractionProductDetail?product=3978TOUR3&d=104828&aidSuffix=xsell&partner=Viator

17. Global Projects
Siemens
eBusiness
environment
partner -ZEFER
Global Partnership with vendors and Siemens teams in Europe and Asia.
We were a part of history, a short lived period called the dot.com era.

18. Global Projects
Siemens
eBusiness
environment
SeE Program comprised of six projects.
 Additional projects were planned.
 Projects included Accessories and Supply, Murray Catalog, e-
Catalog, e-Payments, e-Billing and e-Utilities.
 The first Global Project team was assembled in New York and we
were located in Boston to develop the web solution.
 Over 40 programmers on this team
 Over a dozen additional team members made up the remaining
team positions for architecture, design and testing and project
management.
Business Partners
 Zefer – a dot.com company.
 Siemens Business Services
 IBM and other hardware and software companies.

19. Global Projects
Siemens
eBusiness
environment
Logical
Architecture

20. Global Projects
Siemens
eBusiness
environment
Summary
Is this a Global Project? Yes
By today’s standard? Yes
Several time zones? Yes.
Several languages? English was primary but
translations were needed for our German
teams. Web site needed translations into
several languages.
Regulatory impact? United States and
European Union regulations.

21. Global Projects
Siemens
eBusiness
environment
Summary
 More than one currency? United States and European Union initially
 Calculations in Multiple Currencies. * If you use the euro, be aware that there are special
rules governing exchange with the currencies of its member states. The 11 member states
had their National Currency Unit (NCU) rates fixed as of 1 January 1999. Conversion between
the NCU rates and the euro is governed by Articles 4 and 5 of European Council Regulation
1103/97. This requires that intermediate results be stored to no fewer than six significant
digits, with rounding and truncation not permitted. Conversions must use division, not
multiplication by the inverse, and exchanges between member states must be expressed in
euros before the conversion.
* Using multiple currencies for global project costing by Betsey Smalley – April 2000
http://www.pmi.org/learning/library/multiple-currencies-global-project-costing-
3125
 Cultural difference – EXAMPLE - knocking on a table rather than clapping your
hands:
 QUESTION: "Do all German-speaking people knock, or just some, or perhaps other
Europeans in addition to German speakers do that too? On what occasions would
"knockers" applaud rather than knocking?“
 Responses showed a high degree of agreement: knocking is characteristic of Germans and
Austrians. One source added German-speaking Swiss. It is done in academic milieu; some
respondents added meetings and pubs. Opinions differed more on when "knockers" would
applaud: "Applause is restricted to non- academic performances, like the theater." Someone
replied that "applauding could even be misunderstood as an attempt to ridicule the
lecturer.“ http://www.mrshea.com/misc/knocking_applause.htm

22. Global Projects
Siemens
eBusiness
environment
Summary
OBSERVATIONS
 None of the companies we worked with had a developed an e-
business strategy.
 None of the companies offered a dedicated marketing person to
oversee content.
 Our consulting partner was 100% about technology and 0% on
how to effectively use the technology to promote the business.
 Post project evaluation was poorly done. Lessons learned
slipped away with the re-organization of the group.
 New organization was formed from the SeE to become CoEE
(Center of e-Excellence) with a new direction and headquartered
in Munich, Germany.
 Several ZEFER employees could have provided insights to the
project but were not engaged in a lessons learned discussion.
 Spun off ZEFER.

23. Global Projects
Siemens
eBusiness
environment
Summary
 Risk assessment was performed by Siemens and
maintained in Excel.
 MS Project was used for project management and a
template was created from the initial project to re-use
across the other projects.
 Several meetings were conducted each day and status
reports were circulated to all levels of the team.
 A group collaboration tool was needed and an in-house
tool was created.
In other words, we adapted and learned!

24. Global Projects
Siemens
syngo RIS
product
Canberra
Hospital
Second Project…version 31 of the RIS product
was created by this Global Project Team.
This RIS Product was a US based product and
never offered outsides the US prior to this
project.
Many changes had to made to accommodate
the deliverable to Canberra Hospital in
Australia. This was the first global delivery for
the team.
Promised - 2009 Delivery
Result - Successful deliverable in 2009.
Using syngo Workflow and syngo Dynamics in identifying the product.

25. Global Projects
Siemens
syngo RIS
product
Canberra Hospital
Delivered in 2009
http://www.health.act.gov.au/our-services/canberra-hospital-campus

26. Global Projects
Siemens
syngo RIS
product
Canberra
Hospital
 The syngo Dynamics system is a PACS software
system*. As such, it never comes into direct contact
with patients, but rather accepts and saves image and
patient data from modality devices, and then provides
the ability to review and report on studies at syngo
Dynamics workplaces. Thus, the primary hazards
presented by the syngo Dynamics 7.0 system are
related to loss of or damage to image or patient data,
and to erroneous presentation of these data. The most
serious consequence of these hazards is the potential
for errors in diagnosis or treatment.
 The Risk Management Team evaluates the overall
residual risk of syngo Dynamics 7.0 system after all
mitigations as falling in the low ALARP range.
*A picture archiving and communication system (PACS) is a medical imaging technology which provides
economical storage and convenient access to images from multiple modalities

27. Global Projects
Siemens
syngo RIS
product
Regulatory
Matters -
QMS
(Quality
Management
System)
 Australia defined RIS products as a medical device.
Medical device sales to Australia are restricted to only
companies that have a registered/certified Quality
Management Systems (QMS). Historically, RIS was
under another group within Siemens but with a re-
organization occurring the RIS product no longer had
a QMS.
 The RIS QMS regulatory topic was added to the
project.
 A solution was proposed to adopt the QMS plan from
another Siemens product line and within the same
organization would enable market entry into
Australia.
A radiology information system (RIS) is a networked software system for managing medical imagery and associated data. A RIS is
especially useful for tracking radiology imaging orders and billing information, and is often used in conjunction with PACS to manage
image archives, record-keeping and billing.

28. Global Projects
Siemens
syngo RIS
product
Canberra
Hospital
RiskAssessment
 The Risk ManagementTeam examined the syngo Dynamics 7.0
product using FMEA analysis. It identified 105 hazards, many with
multiple possible causes. In the process of its analysis, theTeam
determined that the highest risk level attained by any hazard/cause
combination before any mitigation was applied was 12 (one hazard),
a level of risk that falls in the high ALARP (As Low As Reasonably
Practical) range. Approximately 25% of the identified hazard/cause
combinations were at level of risk of 8 or above without mitigation.
All of the other identified hazards were at a level of 6 (low ALARP) or
below before mitigation, and a significant minority were at a level of
3 (broadly acceptable) before mitigation.
 The IKM DSC Risk Management process requires that mitigation
measures must be considered for any hazard whose pre-mitigation
risk level is equal to or exceeds 8 (medium ALARP). All of the hazards
whose pre-mitigation risk level was 8 or higher were mitigated to a
level of 6 (low ALARP) or less. It is the Risk Management Committee’s
assessment that benefits that attach to syngo Dynamics 7.0 as a
whole significantly exceed the risks posed by the product as a whole
 FEMA = Failure Modes and EffectsAnalysis

29. Global Projects
Siemens
syngo RIS
product
Canberra
Hospital Risk
Analysis
Risk Analysis
 The Risk Analysis follows ISO 14971:2007; it also considers
further standards and regulations, including IEC 60601-1-4
(2000-04) and IEC 60601-1-6 (2006).
 IEC 60601-1-4 Medical electrical equipment - Part 1: General
requirements for safety - 4. Collateral standard:
Programmable electrical medical systems was reviewed and
no additional actions were identified.
 IEC 60601-1-6 Medical electrical equipment – Part 1: General
requirements for safety -4. Collateral standard: Usability. After
review of the standard, we identified no new risks resulting
from the usability of the device which were not already
covered by the risk analysis or implemented during product
Challenges, and Solutions

30. Global Projects
Siemens
syngo RIS
product
Canberra
Hospital
Risk Matrix
Probability
5
Frequent 5 10 15 20
4
Probable 4 8 12 16
3
Occasional 3 6 9 12
6 8
1
Improbable 1 2 3 4
1
Negligible
2
Marginal
3
Critical
4
Catastrophic
- Range I, Broadly Acceptable
- Range II, ALARP
- Range III, Intolerable
--------------------- - Risk Acceptability Level
Severity
Figure 1: Risk Matrix
2
Remote 2 4

31. Global Projects
Siemens
syngo RIS
product
Canberra
Hospital
Product
Development
Model

32. Global Projects
Siemens
syngo RIS
product
Summary
Canberra
Hospital
How did this compare to the first global project?
 Again, complexity was a factor (more so in the second project).
 Initially a large group to manage.
 Invoked Scrum practice while building solution.
 Created a Work Instruction to guide users in the transition
 Scrum Training provided in house
 Broke out team into Scrum teams
 First project was time boxed, this project had a stronger focus on
quality since we are in a medical device product group.
 Customs requirements were not fully addressed in the beginning
of the second project.
 Finding subject matter expertise in Australian regulations
required reaching out to Siemens employees in Australia for
assistance.
 Risk Management was a greater impact than in the first project.
RACI built into the work instruction which provided details on the project roles and when they applied.

33. Global Projects
Siemens
syngo RIS
product
Summary
Canberra
Hospital
Was this a global project?Yes
Project deliverables outside of the US? Yes
More than one language used? Yes – Australian!
Different currencies? Yes
Additional regulations? Yes

34. Global Projects
Siemens
syngo RIS
product
Summary
Canberra
Hospital
RIS project budget reviews revealed a weak
estimation process on resources and dates
resulting in budget adjustments.
Same learning curve – on the job training.
In the first project, the pulling of product data
from the catalogues was left to the last minute –
dependency from the product team.
This late start could not be tolerated on the
second project.
A complete set of Product data was on the
Project critical path for the RIS project.

35. Global Projects
Siemens
syngo RIS
product
Summary
Canberra
Hospital
Documentation was burdensome at times.
Templates were not always ready when needed.
Both projects produced large volumes of project
documentation.
 Regulatory requirements required discussions with our
Legal Department.
Approvals were a slow process with a negative
impact on the project.
syngo Workflow SLR product is only available for release in the US, Canada, Australia, and New Zealand.

36. Global Projects
JCIAiolos
Program
Third Project…
Purpose
To move Yorkworks platform into Aiolos, a consolidated web
application.
Project Management
Seven Projects comprised the Aiolos Program
• Three projects based in Pennsylvania.
• Other projects were located in Wisconsin and Oklahoma.
• Development work located in US, India, France, and China.
Planned Delivery = May 2015
Delivered – May 6, 2015 second release.

37. Global Projects
JCIAiolos
Milwaukee,WI
Release delivered in 2015

38. Global Projects
JCI
Aiolos Program
Summary of two
of the seven
projects:
Airside
Chillers
 Airside Project - As part of the Aiolos Program this project
provides an integrated selection tool for the sale of all Airside
products to support the Building Efficiency division. We
successfully delivered the WebSelect application as a part of the
Selection Navigator solution.
 Chillers Project - The Web implementation project will provide a
single user interface for access to the Chillers products line. The
options available to a user will be stored in and accessed from a
rules engine. The user's criteria will be passed to a selection
engine that will identify the available Chillers product
candidates. From each candidate, a rating engine will calculate
the chiller's performance ratings, and a pricing engine will
provide price data. The selection engine will assemble the
performance, pricing, and equipment details into a selection list,
which will be sent back to the user interface. From the selection
list, the user can select the Chillers solution that best meets the
user's need.

39.  Summary
This is what a product selection page looks like.

40. Global Projects
JCIAiolos
Program
Factors that
impacted the
Program
 Retaining resources for the duration of the Program which
extended beyond 2 years.
 Product Management engagement - concern of getting
product team to complete the UAT (User Acceptance
Testing) and a continuing concern to ensure the most
comprehensive testing plan feasible.
 Change Management – reporting of bugs / enhancements /
feedback - Need improvement in the manner in which we
defined change requests (High-fix now, High-fix in future
sprint)
 Parallel development occurs to maintain the current
application until the release ofAiolos. Balancing of resources
betweenYW and Aiolos to meet business requirements
 Communication plan must reach people across multiple
sites.

41. Global Projects
JCIAiolos
Program
Factors that
impacted the
Program
Notify the AHRI of the product changes.
The Air Conditioning, Heating, and
Refrigeration Institute (AHRI), is a North
American trade association of manufacturers
of air conditioning, heating, and
commercial refrigeration equipment. The
organization maintains technical standards,
certifies products, shares data, and conducts
research.
Translations – timing of when the work occurs so
that it was completed before the program
release. Several languages needed.

42. Global Projects
JCIAiolos
Program
Staffing
 There were seven projects managers located in PA, WI, OK.
 Projects had at least three members for QA testing.
 Scrum meetings were conducted where development teams
were located.
 Scrum of Scrum meetings had participation from China, France,
India and US.
 One project had 47 dedicated resources and 10 partially
dedicated resources which was the largest team.
 There was turnover on several teams due to the long duration of
the Aiolos program. Projects were able to adjust to the personnel
changes without adversely impacting the entire program.

43. Global
Projects
JCIAiolos
Program
Development
• Program started in a waterfall method then
used Scrum approach to manage
development
• Documentation was developed throughout
SDLC
• Resources were used on shore and off shore
• Strong focus on code reviews and code
conventions
• Demo and review were conducted at Sprint
Review meetings
• QA testing was performed throughout Sprint

44. Global Projects
JCIAiolos
Program
Technology
used
Framework - .Net 4.5,WebAPI
User Interface- HTML5, AngularJS, Clipone
Theme, Bootstrap, JQuery
Language- C#
Database- MSSQL 2012, Entity Framework
6.0

45. Global Projects
JCIAiolos
Program
Overview –
Chiller Project
Architecture
What was included in the Chiller Project Architecture
• AngularJS
• RESTful WebAPI
• Aiolos Chillers Rules Engine (Client and Server Side)
• Data-Driven Approach
• Fortran Rating Engines (Black Boxes)
• Possible use of cloud computing technology to increase speed
of Selections (Multiple Ratings across Product Lines)
• Two Databases:
• AiolosChillers
• Read-only Database for Business Data and Rules
• AiolosSelection
• Cache Database to store rating and selection data

46. Global
Projects
JCIAiolos
Program
Scrum
was used and
progress was
communicated
with the use of
good graphics.
Using Scrum with four week Sprints

47. One Product Group – Roll Out Plan for Chillers

48. Global
Projects
JCIAiolos
Program
Cloud
Application
Architecture
Cloud Architecture

49. Global Projects
JCIAiolos
Program
Challenges
 Large volume and complexity of requirements
 Timing of the database conversion
 Unix testing problems
 Impact of Microsoft recommendations that came in
late.
 Legacy applications on very old platforms.
 Some of the SMEs left the company and the
replacements did not fully understand the legacy
applications they were supporting.
 Time Zones
 Organizations across product lines and locations.
 Who goes first?

50. Global Projects
JCIAiolos
Program
Risks and
mitigation
Aiolos resources were not fully committed to project
• Used vendor resources to free up JCI resources
Program Scope changes
• Adjusted project schedules for changes directed by the PMO
Dependencies not delivered on time or not working
• Coordination across project teams was mediated by working with an
Integration Manager
Loss of Functional Lead
• Product teams provided knowledgeable SME Subject Matter Experts to
provide product knowledge
Selection Performance (time) and Related Operating/Hardware Costs
• Evaluation of infrastructure needs and recommended upgrades were
ongoing discussions
Not providing enough time for QA to properly test
• Accommodated QA by providing the time needed to test and verify
completeness
• Identified the need for additional QA resources to meet the project needs.

51. Global Projects
JCIAiolos
Program
Summary
Was this a Global Project? Yes
Time Zones? Several time zones
Locations? Work performed in several countries
Currencies? Yes, several currencies were used –
also, timing of currency conversions and
anticipation that there could be a devaluation of
the currency during the project.
Languages? Yes, several languages were used

52. Global
Projects
Summary
What we could have done better?
 We initially approached all three as regular non global
projects and found additional requirements as we
progressed.
 Listen to a Project Manager with global project experience
who can relate what worked and what can be disastrous.
(Does anyone disagree with this observation?)
 Best practices from previous global projects could be
better used in the second and third projects. Use of
historical information whether the company stores that
information or pulling from other companies’ experiences
found on the Internet.
 Using a open forum that is provided in groups such as this
one – the PMI Delaware Valley Chapter.

53. Global
Projects
Summary
Agile
Manifesto
What we could have done better?
Agile Manifesto:
 Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan
http://agilemanifesto.org/
If you intend to use Scrum,
understand how it works
and apply it.

54. Global
Projects
Staffing
Summary
 On the first project our roles and responsibilities had to be
quickly identified and rapidly recruited and deployed. A
newly created organization was started with resources that
were working together for the first time. Global project
experience was rare.
 On the second project very few people had worked in a
global project engagement.
 On the second and third projects many of the resources
were in house but had operational commitments that
competed for their time and attention. Scrum was
introduced late but teams adjusted and embraced the
changes.
 On the third project some team members moved off the
project due to the long duration of the program. In the
interviews the candidates were asked to explain their
enterprise level experience and global experience, several
people had worked in a Global Project engagement.

55. Global
Projects
Summary
 Project Management
 Several project managers were used and coordinating their work and
approach to project management was very important. First project
lacked a dedicated PMO – subsequent projects benefited from having a
PMO guided by a global view of what was needed.
 Cultural Shift - Moving to Scrum after project initiation was a challenge
requiring Project Managers to constantly educate team members. This
adjustment happened on the second and third projects.
 Regulatory Demands
 In the second project there was a greater need to comply with regulatory
requirements.
 Some requirements were “progressively elaborated” as the project
progressed.
 Change Management
 A good change management practice needed to streamline the constant
stream of change requests while maintaining momentum.

56. Global Projects
Summary
As expected, large budgets, large staffs.
Once approved, a fast paced, high pressure, high
stakes effort
High visibility and close scrutiny by Executive
Sponsors due to the fact that so much was at stake.
Schedule was critical
Bear in mind – there is no cookie cutter approach,
all projects are unique. (As all PMs know Planning is
the investment.)
POOR PLANNING = POOR PERFORMANCE
For team members, it was an incredible learning
experience

57. Global
Projects
Project
Comparison
and
Evolution
Summary
Are we doing better?
There will always be surprises in any project no matter
what the size of the project scope will be. A Project
Manager with prior experience successfully rolling out
global solutions can increase the chances of project
success.
Your Project Manager skills will carry you through the
challenges of Global Project Management.
Technology has evolved and at times makes things easier
to accomplish but it comes down to people interacting
with one another and how well the Project Manager can
manage the team members and lead the Global Project to
a successful conclusion.
Remote communication has improved significantly with
Skype and other VoIP (Voice over IP) services.

58. Global
Projects
Summary
Good reading on
Project
Management
Evolution
A PMI Conference Paper -
Project management evolution
- past history and future research directions
CONFERENCE PAPER 2004 By Aaron Shenhar and Dov Dvir
 A Framework for Future Project Management Research
http://www.pmi.org/learning/library/project-management-evolution-research-directions-8348

59. Global
Projects
Global Project
ManagerSkills
Global Project Manager Leadership Skills
By Samad Aidane in Global Rollouts
 Deep respect for people
 Minimizing uncertainty
 Maximizing autonomy
 Building connections
 Being fair.
Global Project Manager Skills
The ability to manage tasks at any time and at any location around
the globe.
CONFERENCE PAPER 2007
By Roger D. Beatty.
http://www.pmi.org/learning/library/global-project-manager-self-assessment-7324
Also
 Awareness
Essential Leadership Skills for Global Project Managers – Part 1 December 8, 2012 by samad_aidane in Global Rollouts
http://www.guerrillaprojectmanagement.com/leadership-skills-for-global-project-managers-1

60. Global Projects
Self
Assessment
Question
So…Are you a Global
Project Manager?

61. Global Projects
Review of
Learning
Objectives
Review of Learning Objectives
Be ready as a project manager to
deliver a successful Global Project
​Build and develop your project
management skills for Global Projects
​Meet the ever-evolving challenges of
Global Projects​

62. Global Projects
Linkedin Group
Global
Project
Management
Web Site
Global Project
Management.org

63. Global Projects
Facebook
Global Project
Management
Peru
Facebook
Global Project
Management
Closed Group
https://www.facebook.com/globalprojectmanagementperu/
https://www.facebook.com/groups/1426561600934537/

64. Contact Info
John H. McHugh
40 Hillbrook Drive
Honey Brook, PA 19344
484-716-3581
Johnhmchugh@yahoo.com
John H McHugh Associates, LLP
johnhmchughassociates@gmail.com

65. Additional Info
John H. McHugh
Chairman of the Board of Supervisors
Honey BrookTownship
http://honeybrooktwp.com/
supervisors@honeybrooktwp.com
President,
Western Chester County Council of Governments
Facebook https://www.facebook.com/WesternChesterCountyCouncilOfGovernments/

66. References
Additional reading
1. Global Project Management: Keys to Success
Michael Wood - March 1, 2017
https://www.projectmanagement.com/articles/369194/Global-Project-
Management--Keys-to-Success
2. 7 Tips to Managing Global Project Teams
Tim Clark - October 1, 2013
https://www.liquidplanner.com/blog/7-tips-managing-global-project-teams/
3. Five Challenges in Global Projects
Siv Pensar - Aug 17, 2010
https://www.itforbusiness.org/article/five-challenges-in-global-projects/
4. Critical Inter-Cultural Success Factors in Global Project Management
STEVE KOGER - 01 MARCH 2008
http://www.globalprojectmanagement.org/index.php/global-project-management-
framework/global-teams/cross-cultural-collaboration/103-critical-inter-cultural-
success-factors-in-global-project-management

67. Closing
Remarks
 Sensitivity to other peoples culture
and customs.
 No room for ethnocentric approach.
Stereotyping and racial biases.
 Communication, communication and
more communication
Just because you translate the words
doesn’t mean the other person
understands you.
Example – Pat from Erisco

68. Questions What’s on your mind?

69. Thank you!

70. Contributors
to this
presentations
Wish to thank Phil Festa for his input to the
Siemens SeE project.

71. Handout
Projects Presented
1. SeE (Siemens eBusiness Environment) 2000
2. Siemens RIS (Radiology Information Systems – Canberra Hospital) 2009
3. Johnson Controls – Aiolos Program (Aiolos - the god of the winds) 2015
References
Global Project Management
Jean Binder – 2007
https://www.amazon.com/Global-Project-Management-Communication-
Collaboration/dp/0566087065/ref=sr_1_1?s=books&ie=UTF8&qid=1489286455&sr=1-1&keywords=global+project+management
 Also, article in PMI library:
The global project management framework: communication, collaboration, and management across borders. 2009
https://www.pmi.org/learning/library/global-project-management-framework-6863
Global Project Management: Keys to Success
Michael Wood - March 1, 2017
https://www.projectmanagement.com/articles/369194/Global-Project-Management--Keys-to-Success
7 Tips to Managing Global Project Teams
Tim Clark - October 1, 2013
https://www.liquidplanner.com/blog/7-tips-managing-global-project-teams/
 Five Challenges in Global Projects
Siv Pensar - Aug 17, 2010 https://www.itforbusiness.org/article/five-challenges-in-global-projects/
Critical Inter-Cultural Success Factors in Global Project Management
Steve Koger - 01 MARCH 2008 http://www.globalprojectmanagement.org/index.php/global-project-management-
framework/global-teams/cross-cultural-collaboration/103-critical-inter-cultural-success-factors-in-global-project-management
Global Project Manager Self-Assessment
Roger D. Beatty - 2007
http://www.pmi.org/learning/library/global-project-manager-self-assessment-7324

72. Global Projects
Siemens
RIS
Sample
Risk
Assessment

73. Global Projects
Aiolos
Program
Agile Maturity
Model

74. Global Projects
Summary
As an example…in financial transactions,
interstate commerce was an issue years ago. As
long as a bank or insurance company sold
within the one state there was no need for
Federal laws or regulations, i.e. the laws of
Pennsylvania would suffice. Once you sold to
Delaware that changed things.
If a US based company sells to only the US and
it’s territories, which includes Alaska or the
American Samoa, covering several times zones,
wouldn’t that be global?
***************************************
Do we have a clear working definition
of Global Project Management?