工程項(xiàng)目管理英文課件：class18-global

GlobalProjectManagement1GlobalProjectManagementAscorporatestrategiesincreasethefocusonobtainingfuturegrowthfromglobalactivities,organizationsneedtobeabletotakerigorousprojectdisciplinestotheglobalstageandexecutethemeffectivelyandefficiently.2GlobalProjectManagementWhyareglobalprojectsdifferent?3IncreasedRISKTypicalProjectScenarioChassisengineeredinGermanyBodydesignedandengineeredinBrazilComponentssourcedgloballyfromofficesinIndia,China,Brazil,U.S.,ThailandandEuropeVehiclestobeassembledinBrazil,ChinaandIndiaVehiclestobesoldinEurope,China,LatinAmericaandIndia4SourcesofRiskTeamsandCultureDifferencesLogisticsCommunicationandLanguageBestPracticesAndSkillLevelsGLOBALPROJECTS5GlobalTeamBenefitsDiversityLowercosts–leveragesourcingImprovedmarketunderstandingFlexibilityIncreasedresponsivenessImprovedresourceuseImprovedrelationshipwithlocalgovernments6DiversityHistoricallyintheU.S.,Diversitywasconsideredalegalissue.ClassesweregivenbyHRonhowtoavoidlawsuits.Inthelate1990’s,theconceptofdiversitychanged.Thedefinitionofdiversityexpandedfromgender/racetoage,religion,disability,nationalethnicity,familysituation,veteranstatus,geographiclocation,internationalexperienceandsexualorientation7DiversitySpencerhighlights,wenowtalkabout:

Diversitybeinganimperativeforbusinesssurvival;Diverseteamsmakingbetterdecisionsandbetterdecisionsmakingusmorecompetitive;Creatinganatmospherethathelpedgreatideastothrive;Celebratingouruniqueness8DiversityJoelBarkerinavideoWealth,InnovationandDiversitymadetheclaim“Newwealthistheresultofinnovation,innovationinturnisdrivenbydiversity.Theyareallconnected..”9DiversityTheManyCharacteristicsofDiversityDiversityInnovationGrowthCombinediverseelementstocreatenewideasNewIdeasNewApproachesNewchallengesProductivityMarketshareProfitsJoelBarker10InclusiveCultureLogisticsMultiplegeographiclocationscouplewiththeprojectscopewilldrivetheprojectorganizationstructureanddefinewhereresourcesarelocated.Forexample,marketing,salesandpurchasingwillbelocatedinthelocalmarketswhileengineeringcanbeanywhere.Geography,Timezones,OrganizationStructure,travelandaccommodation,teamselection,jurisdictional11LogisticsMultipleTimezoneswillplacegreaterstressontheprojectleadership.Meetingswillbeveryearlyinthemorningorverylateatnight.Thecadenceofworkmustbefactoredintotheday-to-dayworkschedule.Mostprojectmanagersdisplaymultipleclocksshowingthelocaltimeofeachteam.Aneffectivecommunicationplanisessential12LogisticsTravelandaccommodationsTherearetwoaspectstothis.Oneistheobviousworkloadandschedulingrequiredwhenteammemberstraveltovariousteamsites.Thekeyistohaveaveryclearagendaandwhatmustbeaccomplished.Tripsareexpensivebothincostandtimesotheprojectleadermustbeabsolutelycertainthetravelisrequired.

13LogisticsTravelandaccommodationsTheotheraspectisforeignserviceemployees.Ifnotmanagedwell,theresultcanbemanylostdays.Gettingthefamilysettledisthenumberonepriority,findingahome,security,schools,localdocumentation,language,travelpoliciesandtransportation.Mustfactorinthataforeignserviceemployeerequiresaboutsixmonthstobefullyfunctional.14LogisticsTeamSelectionWhoistherightmemberoftheteam?Generallyamixtureofsubjectmatterexpertsandlocalemployees.Theprojectmanagermusthavealltheotherrequirementsofagoodprojectmanageraswellasculturalsensitivityandhighenergy.15LogisticsJurisdictionalLocaltaxlawsImport/exportrestrictionsLocaldocumentsVisasTravelingwithchildrenHolidaysandreligiousobservances16TeamsandCultureDifferencesCulturecaneffectwhatisrightorwrong.Unwrittenculturehierarchiescaneffectwhatisrightorwrong.Thiscanapplytocrossgenderissues.Theroleofwomeninbusinessvariesgreatlyaroundtheworld.Mostorganizationstodayrecognizetheneedfortraining.Cultureinsensitivitiescanleadtoperceivedinsults17CultureChinaAversiontoconflict,maintenanceofproperdemeanor,andthepreservationoffaceItiscriticalthatyougiveface,savefaceandshowfacewhendoingbusinessinChina.18CultureChinaFourcategoriesofface:whereone’sfaceislessenedthroughtheirinvolvementinanactionordeedanditbeingexposedWhenfaceisgiventoothersthroughcomplimentsandrespectFaceisdevelopedthroughexperienceandageFaceisincreasedthroughcomplimentsofotherstoathirdparty19CultureChinaGreetpeoplewithahandshakeandnodoftheheadChinesearenotkeenonphysicalcontactPresentbusinesscardswithtwohandsandplaceinacaseRelationshipsareveryformalGivinggiftsiscommonBusinessgiftsarealwaysreciprocated20CultureChinaMeetingsmustbemadeinadvancePunctualityisvitalMeetingsshouldbeginwithsomebriefsmalltalkPriortoameeting,sendanagendaToughnegotiatorsPlanmeticulouslyBepatientandnevershowangerorfrustrationDecisionswilltakealongtime21CultureUSANationofimmigrantsFriendlyandinformal–likelytotalktostrangersDirectinthewaytheycommunicateValuelogicandlinearthinkingExpectpeopletospeakclearlyandstraightforward22CultureUSAMeetingsstartontimeSignofdisrespectiflatetoameetingMeetingsaretakenseriouslyBusinessisconductedrapidlyExpectverylittlesmalltalkbeforethemeetingMeetingwillendwithasummaryofwhatwasdecidedandwhowilldowhatwhen.Emphasisisongettingacontractsignedratherthanbuildingarelationship23CultureUSAExecutivesusuallydressformallyThehandshakeisacommongreetingBusinessbreakfasts,lunchesanddinnersarecommonSpousesmaybeincludedBusinessisusuallynotdiscusseduntilthemealhasbeenorderedBusinessentertainingisnottodevelopapersonalrelationship24CultureGermanyOftenuneasywithuncertainty,ambiguity,andunquantifiablerisk.TendtobeconservativeEmphasisoncarefulplanning,consideration,consultation,andconsensusAppreciationfordetails,factsandstatisticsAversiontorisk25CultureGermanyWrittendocumentationispreferredApainstakingreviewofdetailsensuresallrelevantinformationhasbeentakenintoconsiderationGermansvaluetheirprivacyIntimacyisnotfreelygiveninitiallybutwillchangeovertimeCommunicationisdirectandtothepoint26CultureGermanyVeryawareofpositionintheorganizationExpecttobecalledbytheirtitlesuchasdoctor.PunctualityisexpectedGermansplanaheadsobookmeetingsearly.SmalltalkandrelationshipbuildingisnotexpectedinthemeetingMeetingsareformal.Waittobetoldwheretosit.27CultureGermanyDecisionsmadeonfacts,notyoursalestechniqueDecisionsaremadeslowlyandmethodicallyGermanswilltendtomodifydatatofitwhattheybelievethecorrectdecisionshouldbe.28CultureBrazilBusinessisconsideredanothersocialinteractionBeforediscussingbusiness,youwillspendtimetalkingaboutlightersubjectsandthefamilyBraziliansarenotpunctualBraziliansvaluerelationships29CultureBrazilTimemustbedevotedtogettingtoknowtheotherpersonandestablishingtrustBraziliansdonotplanwell.Theyreacttothepresentsituation.TheyareverycreativeandresourcefulTheyareverycomfortablewithhuggingandexchangingkissesonthecheekwithcasualfriends30TeamsandCultureDifferencesMultivendorcoordinationDonotassumealocalcompanywiththesamenamehasthesamecapabilityorprocessesasthehomecorporationLocalbuyerswhospeakthesamelanguageandunderstandlocaleconomicsandtaxlawsismandatory.Whiledesignsmaybecommon,itisimportanttovalidatethelocalprocessesClearcommunicationisessential.31TeamsandCultureDifferencesThinkglobalbutactlocalcollaborationvsstandardization-Globally,prescribewhatandwhenbutletlocaldecidehowHaveaglobalvision,butbeopentoregionalandlocalwaysofgettingthingsdone.32CommunicationandLanguageGenerally,largecorporationswilloperateinoneofficiallanguage.Forexample,withinFordallofficialcommunicationsareinEnglishHowever,localoperationsmayconductbusinessintheirlocallanguage.EspeciallytruewhendealingwithPurchasingandManufacturingProjectobjectivesmustbeclearlycommunicatedaswellastheprojectsoperatingprocess.33CommunicationandLanguageKeepmessagesshortandconcise.Whengivinginstructions,askthereceivertorepeatwhattheyheard.FollowupallverbalcommunicationswithwrittensummariesAvoidslangandhomecountrysayings.Speakslowly34CommunicationandLanguageToolsToday,therearemanytoolstomakecommunicationeasier.E-mailBlackberriesSkype,Netmeeting,Citrex,NefsisCentraldatastorage–sharepoint,lotusnotes,internetstorageVideoconferencing35BestPracticesandSkillLevelsStakeholderengagementGettingallthestakeholdersacrosstheglobetobeengagedoverthelifeoftheprojectcanbechallengingAface-to-facekickoffmeetingwithallstakeholdersisessential.Everyonehearsthesameplanandobjectives.Continuouscommunicationwithallstakeholdersincludingthosewhomaynotbeimmediatelyinvolved.36BestPracticesandSkillLevelsStakeholderengagementBesensitivetotheresourcesavailablelocally.Sometimescorporationstrytoapplycookiecutterprocessesaroundtheworldwithoutrecognizingtheimpactonresources.Whenvisitingaregion,makesureallfacilitiesarecontacted.37ProjectManagementOfficeManyorganizationshaveformedglobalProjectmanagementoffices.Responsibleformanagingthecorporation’sprojectmanagementintellectualproperty.Commonizeprocessesacrossregionsandtrain38ProjectManagementOfficeSpecificResponsibilitiesMentoringMaintainingstandardsandtemplatesMaintainingandupdatingprojecttimingstandardsBenchmarkingMaintainingandupdatingprojecttoolsandprocess.Centralizedcompetenciesandskills39BestPracticesforGlobalProjectsIdentifyandcommunicatetheprojectmission,goals,groundrules,stakeholders,rolesandexpectationsBuildrelationships,trust,andrewardingexperiencesMotivateandprovideafeelingofidentificationtoshareacommongoalandcollectiveresponsibilityfortheproject40BestPracticesforGlobalProjectsOrientationMeetingtoshareexpectationsforclarificationQuestionnairetoinsurecommunicationiseffectiveFacetoFacewhenyouhavetheopportunity