Brainstorming Global Project Management

What are the best ways to build trust on a global project?

How can we build teams that are seperated by time, place and culture? How can we facilitate culutral understanding? What are the impacts of teams that don't understand each other culturally? What are the warning signs that our projects have trust issues? Our scenario is in 2012 what are the tools, skills and knowledge we will need to perform global project management. How can we improve as individuals, teams and organizations to deliver tangible and intangible benefits? What Techniques might change? How can we use technology? What kind of soft skills shall we improve to perform global project management better?

ITEC Global Project Management

Interactive Visual brainstorming

Brainstorming Global Project Management

What are the best ways to build trust on a global project?

How can we build teams that are seperated by time, place and culture? How can we facilitate culutral understanding? What are the impacts of teams that don't understand each other culturally? What are the warning signs that our projects have trust issues? Our scenario is in 2012 what are the tools, skills and knowledge we will need to perform global project management. How can we improve as individuals, teams and organizations to deliver tangible and intangible benefits? What Techniques might change? How can we use technology? What kind of soft skills shall we improve to perform global project management better?

2011-02 GPM

Interactive Visual brainstorming

Brainstorming Global Project Management

What are the best ways to build trust on a global project?

How can we build teams that are seperated by time, place and culture? How can we facilitate culutral understanding? What are the impacts of teams that don't understand each other culturally? What are the warning signs that our projects have trust issues? Our scenario is in 2012 what are the tools, skills and knowledge we will need to perform global project management. How can we improve as individuals, teams and organizations to deliver tangible and intangible benefits? What Techniques might change? How can we use technology? What kind of soft skills shall we improve to perform global project management better?

2010 S2W1 GPM

Market and Competitive Risk in Global Project Management

Market risks are influenced by competitive risks. Technical risks give impact on individual project progressing. We are here to introduce how to manage market and competitive risks to make the profit. The problem is we cannot control the market and the competitive risks. Take risks smart and change risks to opportunities.

Gathering information is the most important factor to win competitors in our market place. Get better market information than competitors. If you want to get information on your competitor’s and it may be necessary to spy on your competitors. Analyze the collecting information whether its issue or risk. Classify quantitative and qualitative risk. Prioritize the risks. Making marketing strategic options. Appropriate Timing? Suitable Cost? Matured? Target Age? Change Strategies,  Investment (M&A),  Political and regulative action,  Head hunting,  Change the target The key way to deal with the market and competitive risk is to be able to change the strategy.

Stay focused on the result of the project to make the profit, so monitor these risks. Take risks smart and change risks to opportunities.

Questions and Answers. Why is best to finish a project first? To make a profit it is most important to be first. For example Toyota Prius entered the market first. But there is also opportunity in the second to market. For example in Japan IBM is known as watching the market and being the second to enter the market. What does take a Risk Smart mean? We don’t need to take all the risks, we need to prioritize and focus on the important risks in the market.

Market and Competitive Risk in Global Project Management from Robert Higgins on Vimeo.

Brainstorming Global Risk Policy

Workshop Participants Brainstorming on Global Risk Management. What are the toprisks to perfroming Global projects? How can we deal with these risks?

Link to Linoit Full screen Interactive

Risk

Interactive Live

PMBOK Cafe Presentations "Global Project Risks"

What are the top Overall Risks to Global Projects?

The goal of the Fourth PMBOK Cafe workshop is to explore the Global Project Risks. What are the top Risks? If these Risks happen what will be the effect? What can we do to manage these Risks? Participants explored this concept as individuals, teams and as a group.

Political/Regulational/Economical

Socio-Cultural/Uncertainty/Organizational

Risk Management and Traning for Japanese Project Management

What are the top Overall Risks to Global Projects?

The goal of the Fourth PMBOK Cafe workshop was to explore the Global Project Risks. What are the top Risks? If these Risks happen what will be the effect? What can we do to manage these Risks?

Lessons Learned Risk Policy 2009 Summer

The fourth PMBOK Café explored the Risks involved with Managing Global Projects. Global Projects have additional risks that must be identified, monitored and controlled.

Political Regulational and Economic Risks are dynamic and have a huge impact on global projects. To deal with these risks Project Managers need to have smart research strategies. Examples of Political Risk that were presented in the Café were projects involving North Korean facilities with South Korean employees. North Korea released South Korea's Hyundai Asan worker on Thursday after four-and-a-half months of detention amid an ongoing visit by the company's chairwoman, Jung Un, Hyun and Project member, Mr. Yu Seong-jin, detained in North Korea for 136 days.

Global Projects are also subjected to Currency Exchange risks. Managing these risks involve hedging against a currency change that might impact the project.

Global Projects also involve a significant Socio-Cultural risk that are difficult to manage due to cultural differences. This cultural gap impacts communication and trust. If different cultures cannot trust each other for example differences in high context and low context countries there is a risk the project will run into difficulties.

Global Markets impact Projects because of rapidly changing competitive conditions. Shifting market conditions may cause external changes to scope requirements. Project Managers should actively gather information and analyze the data. If there is a need the Project Manager should trigger risk response strategies.

People Management

How to collect the requirements, set realistic goals and communicate effectively?

How do we collect data from people who are separated by time and place?  How do we analyze the data to define done?  How can we share the knowledge of; done, project status issues, risks with people globally?  This workshop focused on the complicated problem of Managing People across regions and borders..

This workshop studied Stakeholder Management Based on the Fourth Edition PMBOK Guide Chapter 5.1 Collect Requirements.  This workshop reviewed concepts.  Participants shared ideas on the topic of managing people, collecting requirements, setting goals and communication planning.  This workshop  also interested in explored the Communication rules that are emerging with social media.  What are some of the risk associated with using social media as a communication tool?  The discussion will take place around the PMBOK fourth edition concepts:

Collect Requirements

• Identify Stakeholders
• Stakeholder Registers
• Management Strategy
• Networking
• Virtual Teams

Set Goals

• Manage Expectations
• Communication Methods
• Interpersonal Skills

Communicate Effectively

• Plan Communications
• Distribute Information
• Observations and Conversation
• Performance Reporting

PMBOK Cafe is an advanced workshop for  Project Management Professionals with English Communication Skills. Workshop Participants will earn PDU or Professional Development Units from the Project Management Institue Japan  for contirbuting to the knowledge of Project Management Best practices. A limited number of spaces are available for non PMP certified participants who have strong practical experience in Global Project Management.

Creating a Knowledge Cloud

Senior Japanese Project Managers from diverse industries, such as finance, networking, construction, mobile communications.... converge together at PMBOK Cafe to collaborate and discuss with each other about the future of Global Project Management. This Facilitated Workshop used the Best practices from The Project Management Book of Knowledge. Specifically, the new tools and techniques in the Scope Collect Requirements were utilized.

This video is part of the Brainstroming Process. PMBOK Cafe describes it as a knowledge cloud. A knowledge cloud sorts ideas and discusses the relationships between ideas. Images are added to encourage visualizing information. The Sticky Notes are 16 peoples different ideas, and this team is discussing the different ideas with the purpose of uncovering deeper knowledge about an idea.

Online Survey of Project Managers.

Informational only from LinkedIn and Twitter

Today, Cultural Differences rarely effect my projects.
Disagree   Agree	1 - Disagree 3 38% 2   3 38% 3 - Agree 2 25% People may select more than one checkbox, so percentages may add up to more than 100%.

Today, Generational differences, for example Baby Boomers and Generation Y rarely effect my projects.
Disagree   Agree	1 - Disagree 1 13% 2   5 63% 3 - Agree 2 25% People may select more than one checkbox, so percentages may add up to more than 100%.

Today, Technological differences rarely effect my projects
Disagree   Agree	1 - Disagree 3 38% 2   2 25% 3 - Agree 3 38% People may select more than one checkbox, so percentages may add up to more than 100%.

Today, all of my Global team members trust me because they know my reputation.
Disagree   Agree	1 - Disagree 1 13% 2   2 25% 3 - Agree 5 63% People may select more than one checkbox, so percentages may add up to more than 100%.

Today, my global teams work together smoothly and rarely have conflicts
Disagree   Agree	1 - Disagree 2 25% 2   4 50% 3 - Agree 2 25% People may select more than one checkbox, so percentages may add up to more than 100%.

Command and Control or Top Down leadership is the best way to manage a Global Project
Disagree   Agree	1 - Disagree 6 75% 2   0 0% 3 - Agree 2 25% People may select more than one checkbox, so percentages may add up to more than 100%.

I have complete trust in my distributed teams perfromance
Disagree   Agree	1 - Disagree 1 13% 2   5 63% 3 - Agree 2 25% People may select more than one checkbox, so percentages may add up to more than 100%.