Managing global project
description
Transcript of Managing global project
1
Managing global project
2
”It is virtually impossible for multinational corporations to exploit economies of scale and scope, maximize the transfer of knowledge or cultivate a global mind-set without understanding and mastering the management of global business teams.”
Global Projects
3
MNC
GBT.SUB
SUB
SUB SUB
SUBSUB
SUB
HQ
SUB
In corporations with activities in many countries
Cross national borders Cross hierarchical levels Cross functional levels Aims at utilization resources
and above all knowledge at the geographically dispersed units AND
Temporary group constellations
Pre-defined frames Pre-defined goals/quality
Defining a Global project
Coordination across geographically dispersed business units
Experiencing participation Ease the implementation of common corporate
solutions at local business units Creative solutions – reduces the risk standardization Global use of geographically dispersed knowledge
◦ Knowledge connected both to the task and performance ◦ Give rise to new knowledge ◦ Possibilities on a further learning as knowledge can be
shared and used on other projects and in the daily operations
Why global projects?
Concerning affected business units◦ Loss of important competence ◦ Use of resources ◦ ”Knowledge is power”◦ Unification around common goals/standards◦ Not-invented-here syndrome
Concerning team members◦ Geographically dispersed◦ Cultural differences ◦ Language barriers ◦ Lack of common routines and norms◦ ”Knowledge is power”
Challenges for Global Projects on Business unit and Team member
levels
Cultural differences Language barriers Standards – different requirements of each
market Different units have their own set of priorities Time-zone differences Obtaining buy-in to objectives of remote
members Poor development and communication plans Clarity in responsibilities Lack of sharing of problems when they arise Delays caused by support systems
Common problem areas
Establish strategies for task and processes Formal project start-up meeting Regular face-to-face meetings Establishing regular video-conferences Judicious use of e-mail in circulating project
information Intra-net Working with senior department management Consider the degree of diversity in relation to
the task
Dealing with problems in global projects
Creating a sense of purpose◦ What is the mission of the team?◦ What are the goals of the team?◦ Who should be a member?
Structuring the task◦ To what degree needs the task be structured?◦ What are the rules of the game?◦ How important is time and how do we manage time?◦ What work can be divided and then integrated?◦ What can be done together/apart?
Assigning roles and responsibilities◦ Who does what and is responsible for what?◦ From where should the project manager be appointed and on what criteria?◦ What is his/her role?◦ Who needs to attend meetings?
Reaching decisions◦ How should decisions be made? (vote, consensus, compromise)◦ Who is expected to make decisions? (Team vs leader)
Strategies for managing global projects – Task strategies
Team building◦ What is the mission of the team?◦ How much time for and what form of social activates?
Choosing how to communicate◦ What is the working language?◦ How to address the imbalance in level of fluency?◦ What kind of communication technology can be used?◦ What is an effective presentation?
Electing participants◦ How can one ensure participation of all members?◦ To what extent and why are some members assigned more credibility?◦ Is every members input considered?◦ Who listens/who talks/who interrupts?
Resolving conflicts◦ How should one manage a conflict?◦ Is collaboration sought if not how to enforce it?◦ To what extent should one compromise? How does one view negations?
Evaluating performance◦ How and when do we evaluate?◦ Is evaluation a two-way process?◦ How direct can feedback be?
Strategies for managing global projects – Process strategies
Establish strategies for task and processes Formal project start-up meeting Regular face-to-face meetings Establishing regular video-conferences Judicious use of ICT for circulating project
information Working with senior department
management Consider the degree of diversity in relation
to the task
Means supporting team work in global projects
Aspects affecting performance ◦ The task
Creative Computational Coordination
◦ Dimensions of heterogeneity Values Cognitive schema Demeanor Language
◦ Curvilinear effects
Diversity in global project
Hambrick et.al., 1998
Diversity of values◦ Positive for creative ◦ Neutral for computational◦ Negative for coordinative
Diversity of cognitive schema ◦ Positive for creative ◦ Positive then neutral when more than demanded ◦ Positive then negative when more than demanded
Diversity of demeanors ◦ Negative for all three
Language (common working language)◦ Limited knowledge negative for all three
Diversity in global projects
Hambrick et.al., 1998
The Global Project Manager
Understand business interdependencies Respond to multiple cultures
simultaneously Recognize the influence of cultures at home Willing to share power Demonstrate cognitive complexity Adopt a “cultural-general” approach Rapidly learn and unlearn
Managing differences
Professional knowledge◦ knowledge of work methods and processes◦ technical skills to perform certain activities
Social competence◦ knowledge of human behavior ◦ empathy◦ communication skills
Cultural competencies◦ individual background◦ experiences
Desired Skills Among Global Project Managers
Through experience Training and education Feedback from the project team Mentor-system Interest organizations
Develop project managers’ competencies
Make the project manager role legitimate in the organization
Cultural training Create career paths for project managers Develop remuneration/bonus plans Make it possible for the project manager to
develop leadership skills besides necessary skills in how to technically manage projects
Continuous follow-ups of how the departments/lines and the project teams co-operate
What can be done to support the project manager’s
position?
Unclear or ambiguous goals/objectives Ambiguous expectations concerning roles and
responsibilities Indistinct project structure Deficient cultural awareness Differences in commitment Communication barriers Poor co-operation and co-ordination across border Poor leadership High turnover off members Suppressed conflicts
Barriers to a well-functioning global project
Lack of trust
Lack of trust
Managing lack of trust◦ Schedule personal
meetings◦ Rotate and diffuse
leadership◦ Team-based
rewards/bonus systems
◦ Build social capital
Communication barriers◦ geographic◦ language◦ culture
Managing communication barriers ◦ Language and cultural
studies◦ Agree on common norms of
behavior◦ Decision-making resting
upon data ◦ Develop alternative solutions◦ Rotate the meeting locations
Global projects- problems and solutions
(Gupta och Govindarajan, 2001)
Support the strategic intents of identifying and recognizing knowledge in the MNC
Support the needs of leveraging local knowledge within the MNC
Enable economies of scale in knowledge development and sharing in the MNC
The role of global projects in knowledge levering
Knowledge as tacit and explicit Knowledge development
◦ To explore and learn new ways, while concurrently exploiting what they have already learnt
◦ Local knowledge development ◦ Global knowledge development
Knowledge sharing◦ The provision as well as the reception of knowledge is
shaped by the subsidiary sharing and the subsidiary receiving knowledge
◦ Local knowledge sharing ◦ Global knowledge sharing
Knowledge processes in MNCs
Pre-existing knowledge Practices
Interaction Communication
Knowledge development and sharing in practice
Common denominators
Initiation and planning◦ The idea of leveraging knowledge on a global level◦ Setting up the team ◦ Kick-off meeting
Actual development and progress◦ Coordination of activities◦ Communication and interaction mediated through different means,
e.g. face-to-face meetings, ICTs E-mail and telephone the most common ICTs
◦ Managing information and knowledge flows Final phase
◦ The team member as bearer of knowledge◦ The success of product launch is contingent upon the ability to
incorporate local demands◦ … at the same time, common product viable at a global market
Knowledge development and knowledge sharing – the phases
Motivation
Critical factors
The mix of skills
Socialization ICTs
Shared knowledge and understanding
Knowledge development
Knowledge sharing
Understanding local demands