ENGM92 managing disparate, multi-site and multi country teams Unit 2

1. ENGM92managing disparate,multi-site andmulti country teamsUnit 2

2. International Project Management and Practice • Introduction • People are important • Team unity is important • Disparate teams are not easy to manage

3. Issues • Collaboration • Parallelism • Changing requirements • Conflicts with normal work • Semi-autonomous work

4. Identify Areas ofProject Risk • Starting the project • getting local support • Project reporting • getting efficient and reliable reporting • Managing Issues • timely and complete resolution

5. Defining the Teamfor success! • Various types of team members: • Critical team members • Key to project success • Locally focused team members • Generally local support workers • Cameo members • Provide significant input for limited time • Should be no distinction between contractors and employees

6. Attributes of Team Members • Not just technical and business skills • Experience of similar projects • Experience of international projects • Ability to work with diverse teams • Ability to solves problems – maybe independently • Sensitivity to issues and problems • Multilingual capability

7. Identify and Select Team Members • Your expectations • Their expectations of the project and the benefits to them • Local time conflicts and other local problems • Re-allocation of team members current work

8. Build a Team Mentality • Start with a meeting of all Critical Members • establish roles and responsibilities • could use video link if budget is tight • Develop team approach • unity of purpose • Involve all the team • Be aware of body language and non-verbal communication

9. Replace Team Members • On projects of any length team members can and will leave • prepare for this • Review current work • Talk with departing member • Move to assign other team members

10. Manage Team Members • Data is the key • Face to face meetings are best • then video conference, Skype and the like • telephone is okay if face to face or video is not possible • beware of reports by email • Listen • Be sensitive to cultural differences

11. Manage the international team • You cannot manage everything • Team is often to widespread globally • Be selective • Delegate

12. Proactive resource allocation • Identify critical resources • Don’t let a local office reassign your resource • without discussing with you first • Check resource allocation regularly a progress meetings

13. Update the Plan • Planning is a key tool • just as in all projects • All team members should be able to view the plan • modern technology makes this easy • Communicate changes

14. Track project work • Data is so important • Record the tracking • this helps monitoring and control • Make unannounced visits • You may find that progress is not as good as you have been told

15. Review milestones • Project milestones • Goals • Key result areas • Key progress indicators

16. Determine the state of the project • What is the projects real status and condition for example: • what is the status of the oldest issue • why is it still unresolved • are team members working to the latest plan • utilise collaborative technology • are team members working in isolation or as a team

17. Other Issues • Employ a project score card • Carry out change management when required • Deal with scope creep • Alter project direction – if required • Measure Project Results

18. Conclusions • Manage Team Members • Manage the Team