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Astrid McNellis Massachusetts Institute of Technology
95 – BS Mechanical Engineering
96 – MS Product Development
PM Training
2001 Masters Certification in Project Management
2005 PMP Certification
2010 Lean Leader Certification
Experience
Company Size: $0 → $10 Billion
Company Type: Start Up → University → Multi National
Industries: Manufacturing, High Tech, Energy, Medical Device
Global Citizen
Currently (semi) Retired!
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What To Expect
Global teams require global PM mindset
Standard PM discipline applies
Focus on areas of high impact in global teams
Workshop NOT a Presentation
Project Management is a practice
Techniques that worked for me
Share your successes & frustrations
Ask Questions & Interact
We could do this for 4 days!!
I will likely leave you frustrated, wanting to discuss further
How Hard Can It Be?
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Global Project Management Same PM role, but with extra considerations:
Laws & Regulations
Culture & Environment
Contractual Obligations
Logistics
Political & Economic
Communication & Language
Examples:
What does “Yes” mean?
Imports without bribes. . .
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Biggest Impacts
Project Schedule/Cost
Risk Planning
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Probability Low High
Imp
ac
t
Low
H
igh
Avoid or
Transfer
Accept
Manage
WORTH YOUR TIME TO
IDENTIFY AND EVALUATE,
BUT MANAGE TOP %
7
Global Project Management
Biggest Differences
Culture – how people relate, priorities, etc.
Communications – esp understanding each other!
Time Differences – this can work in your favor!
Relationships – are more of a challenge to establish
Take a breath. . .and focus on
Preparing – know the culture you’re going into
Relationships – can resolve many issues
Keep it Simple!!
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It’s All About the Relationship! This is the part where most people roll their eyes
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What profession has the most tight-knit teams?
I submit it’s the military
. . .most hardened folks around
Why are they so tight-knit?
They’ve
been to hell and back together
been vulnerable to each other
helped each other
nobody else understands what they have been thru
They will move the world for each other – even 20 years later
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So how do we get some of that in our teams?
(and why does it matter?)
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KK KU
UK UU
Exercise
Intention Walk
Instructions
1. Get from A to B
2. Must be unique
3. Can get help from someone but they have to do their own thing
4. Audience
Applaud if they’ve achieved 1 & 2 above
Boo if they haven’t
(you’re doing nobody a favor by letting them slide)
If you’ve done this before, go last!
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Benefits of a Team Building Exercise
Camaraderie!
She’s crazy!
You can do this!
Oh! That was cool!
Do the impossible
Team up with an unlikely person
See a new side to others
Think outside the box
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Elements of Successful Team Building Exercises Quick!
Involve Music
Active = involve movement
Silly: makes people laugh/feel like kids
Feels somewhat unachievable
Encourages teamwork
Leads to collaboration with someone new
Involves as many of the team as possible
Keep these elements in mind when doing all team activities (e.g. schedule, risk, etc)
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EVERYTHING DiSC®
Jennifer Knowles DiSC Consultant 720-202-2106 jennifer@impactfulchange.com http://www.impactfulchange.com
Survey
• Who has heard of DiSC?
• Who knows their own DiSC style?
• Who has used DiSC with their teams?
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How You See Yourself
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Active & Outgoing
Thoughtful & Reserved
No right or wrong answers!!
How You See Yourself
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Task Oriented People Oriented
No right or wrong answers!!
Exercise
As a group, describe your group’s characteristics (strengths and weaknesses)
Active
Task Oriented
Thoughtful
People Oriented
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WB
No right or wrong answers!!
Dominant (D)
Direct, outspoken, results-oriented, a leader, problem-solver
Best characterized by: Donald Trump
https://www.discinsights.com/whatisdisc#.VO7FHnl0zDe
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Active & Outgoing
Thoughtful & Reserved
Task
Ori
en
ted
Pe
op
le O
rien
ted
Influencing (I)
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Friendly, outgoing, talkative, optimistic, the life of the party, people-oriented
Best characterized by: Bill Clinton
https://www.discinsights.com/whatisdisc#.VO7FHnl0zDe
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Active & Outgoing
Thoughtful & Reserved
Task
Ori
en
ted
Pe
op
le O
rien
ted
Steady (S)
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Team player, stable, consistent, maintains the status quo, peacemaker, family-oriented, patient
Best characterized by: Fred Rogers
https://www.discinsights.com/whatisdisc#.VO7FHnl0zDe
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Active & Outgoing
Thoughtful & Reserved
Task
Ori
en
ted
Pe
op
le O
rien
ted
Compliant (C)
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Logical, organized, data-driven, methodical, perfectionist, detail-oriented
Best characterized by: Bill Gates
https://www.discinsights.com/whatisdisc#.VO7FHnl0zDe
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Active & Outgoing
Thoughtful & Reserved
Task
Ori
en
ted
Pe
op
le O
rien
ted
Team Profile
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If you can, hire a consultant
to work with your team
(excellent team building)
Exercise
You are trying to convince your boss to let you and your core team travel to another country for “team building”
1. What approach would you use with each style?
2. Test it with this group
3. Style: tell us if they ‘got you’
©Astrid McNellis 4/24/2015 30
WB
How to handle/interact with …
31
Get right to the point quickly and decisively without getting bogged down in minute details. Operate with conviction, know what you’re doing, and don’t try to bluff.
Show your energy and liveliness while focusing on the give- and-take interaction. Make your encounters fun, upbeat and enjoyable!
Cultivate a casual, easy going, personable, one-on-one relationship. Treat them with warmth, feeling, and sensitivity.
Use an orderly, logical, accurate approach which zeroes in on the process and procedures. Give them well thought-out, accurate documentation.
D
I
S
C
Be Aware of Different Perspectives
http://www.1000ventures.com/business_guide/crosscuttings/cross-cultural_differences.html
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Cultural Lens
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“Culture is the collective programming of the mind distinguishing
the members of one group or category of people from others”
- Professor Geert Hofstede
CULTURE
Values
Beliefs
Prejudice
Norms
Perspective
Interpretation
Q: Who gets culture shock? A: Everyone!
36
The Hofstede Centre www.geert-hofstede.com
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1967-1973: Prof. Hofstede conducted comprehensive studies of how values in the workplace are influenced by culture. Since then this work has been added to and can be reviewed on this site.
37
Country scores on the dimensions are relative
Generalization, not adequate for any one human
Overview
Prepare yourself
Prepare your core team
Successful Kick Off – extended team
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Prepare Yourself
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30%-50% of international assignments fail
Some Success Factors for You
Learning
Language skills and aptitude
Negotiation skills (get some training)
Political awareness (read the local stories)
Ability to simplify processes (KISS!)
Ability to manage risks
Attitude
Flexibility and adaptability
Cultural sensitivity and modesty
Willingness to learn/try new things
43
Prepare Your Core Team
Team of Leaders – helps to have same mindset
Team Room!!
Cultural Training
Work Breakdown Structure
Risk Evaluation
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http://timvandevall.com/printable-maslows-hierarchy-of-needs-chart/
Successful Kick Off
48
Successful Kick Off
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Remember Team Building Principles
Encourages teamwork
Leads to collaboration with someone new
Involves as many of the team as possible
Get the team involved – you facilitate
Visual
Cultural Orientation
Common Goal
“when we are wildly successful. . .”
Roles (RACI)
Work Breakdown Structure
Agreed Upon Check Points
Risk Planning
and then. . . SIMPLIFY!! 49
Cus
tom
er R
equi
rem
ents
Bus
ines
s C
ase
IP R
evie
w
Pro
toty
pe T
estin
g
DF
M
Mfg R R C R A
Quality R C C C R
Marketing A A R C C
Engineering R R A A R
Simplify
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Marketing
Engineering
Manu-
facturing
Quality
Q1 Q3 Q2
Customer Input
Design Input
Detail Design
Design for Manufacturing
Requirements
Business Case I Mkt Collateral
Dev Messages
Feat/Cost Eval
HoQ I
Supplier Eval
Business Case II
Proto Testing
DFM
Proto Testing
Supplier Testing
Supplier Selection
Prelim Mfg Pln
Prelim COGS
IP Review
HoQ II
R: Responsible
A: Accountable
C: Consulted
(I : Informed)
Review
Prepare yourself
Prepare your core team
Successful Kick Off – extended team
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Overview
Weekly Meetings
High Level – Extended Team
Detailed – Core Plus
Conference Calls
Document Collaboration
Quarterly Visits – at major checkpoints
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YOU have a huge impact!!
Do your homework!
Develop personal relationships
Respect, humility and open mind
One on One meetings
Actively facilitate the meetings
100% Responsible
Be your word
Feedback is your friend – invite it in (even criticism!)
Remember your best and worst bosses/PMs
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High Level Meetings
Who’s been a team member?
Who’s been to a bad meeting?
Example
Great PM, terrible meetings
Who’s been there?
Who’s been that PM?!?!
Global Team = Major Issues!
Reluctance to ask questions, disagree, delve deeper
Language barrier
You might miss something critical!
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WB
High Level Meeting – 1 hr/week
Who’s been to a good meeting?
Active meeting technique
Key Points:
Understand the issue
Discuss Now?
Quick Answer?
How many people involved?
Importance
Timing – impact when?
If the smart phone comes out = bad meeting!
Practice this with your core team
Then they’ll be co-leaders in the meeting
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WB
WB
Detail Meeting – 2 hrs/week
Action Log (any given time – 50 active items)
Consider leveraging word & change tracking
Review & decide what to discuss before meeting
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Conference Call Success
First, what NOT to do
During the meeting:
Mind Map
Allow everyone to check in – assist with context
Everyone on computer screen
Actively draw people into discussion
Respect for people’s time:
“share the pain”
Expect & accept background noise
Only those who need to be there
Check out – any hanging chads? Clarity on action items?
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Document Collaboration
Alternatives: SharePoint
Dropbox
Google Docs
SharePoint AHAs No Folders!
Documents found via search function
Exceptions: Archives, Specific Team Docs (e.g. Eng Testing)
All docs public to everyone
All could edit
SharePoint tracked edits and occasionally recovered a file
Document Naming Conventions - NO DATES!!!
<STAGE NO>_<STAGE>_<TEAM>_<Filename>
02_DEV_MKT_Brochure Claims.doc
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Quarterly Visits – 1 week/Quarter “It’s always too expensive to do it right, but it’s never
too expensive to do it twice” -Angus Jamieson
©Astrid McNellis 64
What Face to face visit – alternate visits if appropriate
When Quarterly – at (or in preparation for) key checkpoints
Who PM, core team (and extended team) involved in checkpoint Example: PM, Marketing, Engineering, Quality
Why
Quickly resolve existing issues/questions Check in on progress Identify new issues, misunderstandings Build relationship, partnerships
How (Agenda)
Broad swath – more like ‘Active Meeting’ style Revisit Kick Off documents as appropriate (Risk Plan!) Time for One on One discussions with Key Partners Team Building Free time!
What’s your next trip?
©Astrid McNellis 65
What Face to face visit – who’s coming to whom?
When What checkpoint?
Who Must Have, Nice to Have
Why
Quickly resolve existing issues/questions Check in on progress Identify new issues, misunderstandings Build relationship, partnerships
How (Agenda)
Broad swath – more like ‘Active Meeting’ style Revisit Kick Off documents as appropriate (Risk Plan!) Time for One on One discussions with Key Partners Team Building Free time!
Summary Global PM same, with extra considerations:
It’s all about the relationships Team building
DiSC
Cultural awareness
Set up for success Prepare yourself
Prepare your core team
Successful kick off
Trust but verify High level meetings
Detailed meetings
Conference call success
Document collaboration
Quarterly visits
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