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METHODS OF MANAGING
DISPARATING INTERNATIONPROJECT TEAMS IN SUCCESSFUL
PROJECTS
TEAM MEMBERS
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CONTENTSI. Introduction
II. Definition of successful international projects
III. Methods of managing disparate international
project team (DIPT)
IV. Conclusion
V. References
VI. Q & A
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INTRODUCTION
• lo!ali"ation & Moderni"ation
The need for using cross-functional and
multicultural teams on glo!al projects
• Disparate international projects in#ol#e
multiple locations$ entities$ organi"ations and
!usiness units (%ient" and Rea$ '')
• lo!al teams are those formed ! indi#iduals of different
nationalities$ *or+ing in different cultures and
organizations$ *ho gather$ in a gi#en period of time$ to
coordinate some aspect of multinational operation on a
glo!al !asis (o#indarajan and upta$ ',,)
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INTRODUCTION (cont.)
Challenges in managing such teams-
• Culture
• %anguage and communication
• Political sstem
• %egal and regulator sstem
• .inances (currenc$ ta/es)
• Infrastructure• Time "one difference
• 0rgani"ational structure
A need for appropriate methods of management
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INTRODUCTION (cont.)
In#estigating DIPT management methods in terms of 1
aspects-
• Planning • Human
• Communication
• Technology
• Risk management
2ased on !oth project manager3s and team
mem!ers3 perspecti#e
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OVERVIEW OF SUCCESSFUL INTERNATIONAL PROJECTS
• Success criteria are 4the set of principles or standards ! *hich projectsuccess can !e judged3 *hereas success factors are the set of circumstances$
facts$ or influences *hich contri!ute to the project outcomes3 (%im and
Mohammed$ ,555)
• Iron Triangle dimensions of time$ budget and specifications feature (quality) (2lane$ ,565)
• Dimensions such as the quality of the project management process and thesatisfaction of the project stakeholder’s expectations also need to !e
considered (2accarini$ ,555)
• Andersen and 7essen (''') attempted to assess project success *ith respectto the tas+8 and people8oriented aspects
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OVERVIEW OF SUCCESSFUL INTERNATIONAL
PROJECTS
Source: Authorized by the author
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OVERVIEW OF SUCCESSFUL INTERNATIONAL
PROJECTS
• Critical success factors #ar from compan tocompan$ industr to industr and countr to countr$
etc9
• A comple/ set of #aria!les$ related to the
organizational structure$ business process$managerial tools$ and most importantl$ to the
people in the organi"ation and to the *or+ itself
(:ans$ ',)
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DIPT MANAGEMENTMETHODS
I. !"##I#$ "S%C& Make sound planning at early stage
Planning acti#ities remain an essential tas+
of project management throughout the
project3s lifetime and is essential for a
successful project (:olger et al9$ ''6)
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DIPT MANAGEMENT
METHODS
lanning aspects
in 'ultilateral
rojects
Source: Holger et al., 2008
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DIPT MANAGEMENT
METHODSII. ()'"# "S%C&
*. Identify and select team members• ;nlist team mem!ers !ased on !ac+ground
elements simultaneousl-
8
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DIPT MANAGEMENT
METHODS• Con+entional ,isdom-
- .irst- determine what needs to !e done
- Then- select the appropriate person who has the
knowledge and skills reuired to do it
• $reat companies’ method-
- .irst- select people who ha!e the "right stuff =
- Then- colla!orati#el set their course
(;s+erod and Riis$ ''5)
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DIPT MA>A;M;>T
M;T:0D?. /efine team purpose
;speciall crucial for multi8countr teams to unit
around a common purpose
@se Team Charter = to ensure *or+ers -
8 focus on the right thing from the start
8 get !ac+ on trac+ in case of conflicts
(Midgie$ ',1)
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DIPT MANAGEMENT
METHODS• ?tate team3s missions
• Define each mem!er3sroles and responsi!ilities
• Identif +e resources
• Decide ho* the team
operates
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DIPT MANAGEMENT
METHODS Team charter = often use S'"0& frame*or+ toset goals and o!jecti#es
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DIPT MANAGEMENT
METHODS1. Cultural management
It is crucial to ena!le efficient communication and
understanding !et*een project team mem!ers
from different cultural conte/ts as this might ma+e
the difference bet,een success and failure in
international projects (Dinsmore and 2enite"$
''B)
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DIPT MANAGEMENT
METHODS3. !ocal adaption• Differences e/ist !et*een the home and the host countr can !e the
origin of misunderstandings$ delas$ cost o#erruns$ damaged
reputations (0rr and ?cott$ ''6)
#ocal adaptation-
(,)Adjusting *or+ practices to the host countr mar+et and culture to create a locall
accepted and sustaina!le project (;ri+sson et al9$ ,55)
()Acuire local institutional +no*ledge
() Contractual relationships
() >on8contractual relationships
() Acuiring a firm or hiring locals
() ?trategicall o!taining +no*ledge through pioneering or trial projects
() Reling upon past e/perience
() Pu!lic sources (7a#ernic+8Eill$ ''5)
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DIPT MANAGEMENT METHODS
4. 'anagement processa$ %nify Management Process
• Ma+e managerial processes of projects integrated throughout the enterprise ando#erall !usiness strateg
• >o top8do*n management= centrali"ed operation$= !ut a management sstem*ith flexibility and adaptability to local leadership *hile functioning consistently
*ithin esta!lished organi"ational norms and cultures
• Managerial tools and leadership stle across different geographic regions
consistentl
⇒ ;ffecti#e *or+ing relationships among managers$ the guidance of local
management in colla!oration *ith o#erall project leadership
⇒
.ocus groups$ internal and e/ternal consultants$ training$ team!uilding sessions(I#ete and Ro!erto$ ',)
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DIPT MANAGEMENT
METHODS&$ 'rganization integration - (ustaina&le success• Integrating +no*ledge$ processes and strateg across projects
⇒ De#eloped on pre#ious projects
⇒ Continuousl impro#ing$ remaining competiti#e
• &ransferring kno,ledge across projects has a positi+e
impact on project performance ! increasing the project
team3s !od of +no*ledge and capa!ilities (%andaeta$ ''6)
⇒ Right sharing methods and strategies⇒ Moti#ate emploees to e/change-
F Project data!ases$ report$ general intranet sstems
F ?ociali"ation methods
F Interacti#e online platforms
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DIPT MANAGEMENT
METHODSc$ #eadership• Create high commitment to project
goalsGo!jecti#es
• Main duties
Source: Yoo and Sibin, 2007
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DIPT MANAGEMENT
METHODSd$ Project assessment ) tracking
• ;nsure all key ) critical mem&ers are in!ol!ed in project
planning process
et their feed!ac+ regularl to assure impro#ement of performance continuall
• @sing uantitati!e data instead of ualitati#e one
;nsure mem!ers to !e a*are of actual situation$ not just people3s perception
• Ma+ing unannounced !isits on team responsi!le for
pro#iding progress data
:elp #erif the actual status of the project3s progress that has
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DIPT MANAGEMENT METHODS
II. C2'')#IC"&I2# "S%C&
,9 5ace to face meetings- there should !e
no su!stitute for this
especiall for-
8 2rainstorming
8 Inno#ating
8 Anal"ing feasi!ilit of
potential solutions$
scoping$ scheduling
8 Identifing ris+s & dependencies
8 Conducting critical re#ie*s
(:ass$ ',')
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/I& '"#"$%'%#&
'%&(2/S. 6ody language- Important
• up to 61H of the meaning of messages are transmitted
through none #er!al communications (%unen!urg$ ',')9 ?hould use "face to face* work sessions to *atch
mem!ers3 !od language
• Virtual team-
- use #ideo conferencing instead
- *atch warning signs such as-
7 reduced output & shortage of ne* ideas
7 short and a!rupt emails
7 reluctance to engage in phone callsG#ideo conference
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DIPT MANAGEMENT METHODS
1. $i+e feedback pa attention to fairness
;as for remote staff to feel isolated and unmoti#ated
*or+ performance is ad#ersel affected
?olutions-
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DIPT MANAGEMENT METHODS
3. romote team bonding
.irst important element *hen *or+ing *ith di#erse team
mem!ers is- &0)S& (:ana+en & ?oudunsaari$ ',)9
• et our team together at least once a ear if possi!le
• 6udgets are tight
other options for team8!onding acti#ities-
8 ?et up an intranet page- forum for discussing suggestionsGideas
on particular projects$ sharing e/perience$ etc9 (include mem!ers3 photographs if possi!le)
8 +nformal communication- often a +e source of information and
+no*ledge transfer
%xample- unplanned meetings in coffee shops$ cu!icles$ at lunch$ etc9
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DIPT MANAGEMENT
METHODS
Source: Allen, 2007
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DIPT MANAGEMENT
METHODSSummary- Culture and communication
• An essential ingredient of project performance is harmonious
,orking relationships !et*een participants (?oetanto$ et al9$ '',)
• 'inimizing conflicts in international projects International construction disputes$ delas due to mismanaged time$
inefficient processes$ unclear contract terms (:u et al9$ ''6)
• %stablishment of common objecti+es and +alues
• Create a sense of a team ,hen ,orking across the distance
• 0esol+e conflict and reaching consensus
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DIPT MANAGEMENT
METHODSIII. &%C(#2!2$8 "S%C&
@sing state8of8the8art colla!oration tools to facilitate consensus
*. )se best9in9class soft,are tools-
8 Professional ser!ice automation ,P(. JK optimi"eser#ice engagement
8 /nterprise project management ,/PM. JK manage
internationall di#erse projects
;na!le colla!oration & documents sharing
• Project data&ase0
F ?pecific structure
F Rules ho* to use data!ase
F Continuous impro#ed
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DIPT MANAGEMENT METHODS
. ersonal communication tools
• (kype- con#enient and cost8sa#ing
Mem!ers feel closel tied and connected
• 1oice-mail - useful in case of emergenc & can !e chec+edremotel and freuentl
?u!stitute for e8mail (lo* speed and o#erload information)
• (ocial networks ) communities- M?pace$ Loutu!e$ etc9
• Plan for technical support needs- mem!er3s computer
malfunctionsGsoft*are configuration issues
Resol#e technical issues in a timel manner to pre#ent *or+ !eing
interrupted
Crucial to mem!ers dispersed o#ertime$ distance$ organi"ational
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DIPT MANAGEMENT METHODS
IV. 0IS: '"#"$%'%#& "S%C&
In#estigating the method used in case stud- Risk
management of international project in Russia= (Aleshin$
,555)9
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DIPT MANAGEMENT
METHODS*. 0isk e+ents identification
A list of ris+ e#ents that ha#e occurred in project performance process
• Choice of information sources
- roject documentation ;main source<
- Project participants
- ;#ents occurring in the frame of the program
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DIPT MANAGEMENT
METHODS Project documentation includes-
8 Planned documentation (program manual$ tender$
contract documentation)
8 Current documentation (project diar$ correspondence
among project mem!ers$ monthl report)
8 Resultant documentation (claims of contractors$
resultant reports)
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DIPT MANAGEMENT
METHODS @sing filled standardized data card for eachris+ e#ent$ comprising the follo*ing data-
- .ull name of the project and the contractor
- >ame of ris+ e#ent and its ordinal num!er
- Eor+ !rea+do*n structure element code in cases
*here ris+ e#ent occurred
- ?tage of life ccle at *hich the ris+ e#ent too+ place
- Possi!le reasons and conseuences of the ris+ e#ent
Ma+e the esta&lishment of constraints among risk e!ents and
their detailed analysis possi&le in the future
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DIPT MANAGEMENT
METHODS. 0isk e+ents classification
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DIPT MANAGEMENT
METHODS1. "ssessing = ranking of risk e+ents groups•. ssessment0
-. Initial data- le#el of loss caused ! ris+ e#ents
•. Ranking0 !ased on
-. A#erage dela duration
-. Relati#e freuenc of onset
-. 2oth the a!o#e factors
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DIPT MANAGEMENT
METHODS3. /etailed results of empirical study• >uantitati+e assessment of the group-
- Ehat is the freuenc of onset
- Ehat is the a#erage dela duration
• &he cause of the group originating
- Eho cause this group of ris+ e#ents
- Ehat made this group appear
• &he interconnection of the group ,ith the project
life cycle
- At *hat stage of the project is the ris+ e#ent group !uilt
- At *hat stage is it re#ealed
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DIPT MANAGEMENT
METHODS• &he interconnection of the group ,ith the ?6S ;,ork
breakdo,n structure<
- .or *hat o!ject elements is the group mostl characteri"ed
- Is it for e/ternal or internal elements for the *hole project
• &he dependency of the quantitati+e characteristics of thegroup on the location of the construction
- Does the freuenc of the group appearance and the a#erage deladuration depend on the location of construction (in the cit or
countr site)
• &he recommendations on reduction of probability of the grouporiginating and possible negati+e consequences in case of its
onset-
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4. 0isk management support systemComputer based training system ;C6&< /ecision support system ;/SS<
&raining that is deli+ered through themedium of the computer. It is usuallinteracti#e and indi#iduali"ed in design(2arron and 0r*ig$ ,551)
" computer9based system designed toassist a decision9maker (or group ofdecision8ma+ers) to make better@ fasteror cheaper decision. (;mer$ ,56)
;na!le user to get information a!out the project goals$ *or+ !rea+do*n structure$organi"ation structure and project lifeccle9
Assess user3s le#el of +no*ledge a!outuantitati#e ris+ characteristics
@ser *ould +no*--tpe of tools and techniues should !eused to anticipate potential project ris+s
8 tpe of tools and techniues should !eused to ma+e the process of projectimplementation more successful
i#e the user practical data$ informationa!out ris+ e#ents and differentrecommendations and ad#ices on ris+management
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CONCLUSION
• Compare ,ith traditional team- Disparate project
teams are more comple/ to manage than traditional teams
due to the span of time$ distance and organi"ational
!oundaries9
• There are a #arieties of factors and methods impactingsignificantl on the success of a disperse multi8national
projects
Depend on organi"ational characteristics$ industr$countr$
!ut and most importantl$ personnel management
• ?ustaina!le success
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C2#C!)SI2# ;cont.<
• The role of the project manager seems to shift
from !eing primarily a manager and
taskmaster to a leader$
Inspire and energi"e their follo*ers to accomplish
a goal9
:elp team mem!ers feel as if the are a part of
something !igger and more important than
themsel#es
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REFERENCES
• ;s+erod$ P9 & Riis$ ;9 (''5) Project management models as #alue creators9 Project Management Journal 9 N'(,)$ pp9N8,6
• :ass (',') :o* to manage the comple/ities of large$ di#erse project teams9 PMtimes: For Project Managers Oonline9 A#aila!le from-
http-GG***9projecttimes9comGarticlesGho*8to8manage8the8comple/ities8of8large8di#erse8project8teams9html OAccessed- rd 0cto!er ',19
• Midgie$ A9 (',1) Managing a eographicall Dispersed Team- Achie#ing Louroals Together$ Ehile Apart9 Mind Tools: Essential Skills for an Excellent
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0cto!er ',19
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REFERENCES• ;ri+sson$
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product de#elopment engineers9 California Management !eie"$N5$ $ pp98N,9
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Q & A
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