New York City PMI Chapter Professor Martin Flank MBA, PMP April 20, 2016

1. Managing Global Projects New York City PMI Chapter Professor Martin Flank MBA, PMP April 20, 2016

2. Who Is This Up Here Guy? • Professor Martin Flank MBA, PMP • 30 + years Project Manager in Financial Services • Adjunct Professor Information Systems Pace University • Previous Program Director with NYC PMI Chapter • (Professional Training / PMP Study Group) www.pmi.org/requirementsmanagement

3. What are the Unique Challenges of Managing a Global Project? • Language & communication • Local culture, customs • Local Government Regulations www.pmi.org/requirementsmanagement

4. What Makes Global Project Communications A Challenge? • English Business Language may be a second language for project team members • Project team members unfamiliar with American English vs Standard English www.pmi.org/requirementsmanagement

5. What management tools mitigate Communication Challenges within a global project? • Define communication strategy for the project • Detail execution milestones within the Communication Plan • Sustained use of a Project Repository to store: • Business Terminology • Critical technical project definitions • Organizational Details • Policies & Procedures • Organization charts • Contact information www.pmi.org/requirementsmanagement

6. What other project management best practices foster team communication? • Standardize templates and project reporting formats • Keep business writing concise • Bulleted formats • Visual documentation – flow diagrams and charts • Strive for Standard English vs American English to eliminate unfamiliar or “slang” terminology • Actively seek feedback on communication effectiveness and implement recommended improvements www.pmi.org/requirementsmanagement

7. How does a global project manager foster interpersonal communication on a virtual team? www.pmi.org/requirementsmanagement

8. What are some recommended best practices? • Video conferencing – schedule across different team member time zones • Create a Project Team Web Site with : • Short biographies with picture of each team member • Work location and contact information • Foster face to face meetings as feasible • Project manager / key leads travel toteam and key stakeholder locations • Encourage team members to be aware of and actively avoid using non standard English terms www.pmi.org/requirementsmanagement

9. What are the Legal and Regulatory Challenges of a Global Project? • Restrictions on: • Transferring business information outside a country • Importing/exporting technology restrictions • Licenses required to do business in a country • Record retention requirements • Financial reporting • Local taxes, tariffs • Currency and banking regulations • Required to pay project expenses in local currency • Definition and enforcement of: • Contracts • Business criminal activities • Visa requirements / restrictions on non citizensworking in country www.pmi.org/requirementsmanagement

10. What are the best methods to address legal/regulatory risk? • Maintain ongoing communication and relationship with • Company Legal Department • In-country legal counsel • Identify and understand laws & regulations with potential impact to the project • Ensure project is compliant with local laws & regulations. Include within Project Plan required and maintain diligent follow up. • Tasks • Risk Management • Deliverables • Documentation www.pmi.org/requirementsmanagement

11. What other project management best practices can be used to manage this external project risk? • Ensure Project Team Members are up to date on compliance and regulatory training pertaining to currency and banking regulations • Familiar with organizations process and procedures for contracts and enforcement both internally and externally • Aware of differences in local criminal and civil laws • Political climate of the country the project team members are physically located www.pmi.org/requirementsmanagement

12. What Diversity Challenges does managing a Global Project present to a Project Manager? • Differences in work culture and how project team members evaluate project issue resolution • Business hours differ due to teams in different time zones location; • Different work week definition – Friday is a non work day and Saturday/Sunday is a work day in some countries outside the US • Different holiday calendars • Subject material for a conversation can be inappropriate or insulting to team members from different cultures • Inappropriate cultural language / behaviors www.pmi.org/requirementsmanagement

13. How does a Global Project Manager embrace diversity? • Be sensitive to and motivate team members to embrace cultural diversity • Ensure all project team members understand each team member’s cultural background • Communicate benefits of cultural diversity to a project www.pmi.org/requirementsmanagement

14. How does a global project manager foster diversity on a global team? • Ensure project team conflict resolution is: • Effective • Beneficial • Cultural sensitive • Ensure performance feedback: • Culturally sensitive • Each team member is treated fairly • Ensures a level playing field for all www.pmi.org/requirementsmanagement

15. How does a Global Manager build understanding around Cultural Diversity Challenges? • Research and build understanding around • Cultural morays, religions and characteristics • Political system • Country’s laws and acceptable pubic behavior • Dress, dietary laws, conversational protocol • Appropriate gender behavior • Daily work hours • Climatic conditions & seasons • Avoid informal conversations pertaining to: • Governments • Politics • Culture • Religion • Laws www.pmi.org/requirementsmanagement

16. A Project Manager is responsible for creating an environment in which all team members can be successful www.pmi.org/requirementsmanagement