Page 125 - Global Project Management Handbook

5-14 STATE OF THE ART OF GLOBAL PROJECT MANAGEMENT

from the conventional project management system; they include (1) a project charter
defining the mission and overall responsibilities of the project organization and including
performance measures and key interfaces, (2) a project organization chart defining the
major reporting and authority relationships, (3) a responsibility matrix or task roster, (4)
a project interface chart, such as the N-squared chart, and (5) job descriptions.

Ensure Uniform Procedures for Technology and Knowledge Transfer
As part of the work process definition, management must ensure that the procedures for
technology and knowledge transfer are clear and workable for all parties across the global
team. English is not spoken the same the world over, and concepts such as “deadline” and
“way over budget” may be interpreted differently in different locations. Working with
local leaders one on one and allowing local and regional management to establish their
own procedures and managerial controls is recommended for effective local project exe-
cution and subsequent integration.

Develop Organizational Interfaces
Overall success of a project team depends on effective cross-functional integration. Each
task team should clearly understand its task inputs and outputs, interface personnel, and
work-transfer mechanism. Team-based reward systems can help to facilitate cooperation
with cross-functional partners. Team members should be encouraged to check out early fea-
sibility and system integration. Quality function deployment (QFD) concepts, N-squared
charting, and well-defined phase-gate criteria can be useful tools for developing cross-
functional linkages and promoting interdisciplinary cooperation and alliances. It is critically
important to include into these interfaces all the support organizations, such as purchasing,
product assurance, and legal services, as well as outside contractors and suppliers.

Staff and Organize the Project Team
Leadership positions should be defined and staffed carefully at the beginning of a new

project. At the local level, key project personnel selection is the joint responsibility of the
local project leader and functional management. The credibility of project leaders among
team members, with senior management, and with the project headquarters or program
sponsor is crucial to the leader’s ability to manage and integrate the project activities
effectively. One-on-one interviews are recommended for explaining the scope and project
requirements, as well as the management philosophy, organizational structure, and
rewards.

Communicate Organizational Goals and Objectives
Management must communicate and update the organizational goals and project objec-
tives. The relationship and contribution of individual work to the overall product devel-
opment, the business plans, and the importance to the organizational mission must be
clear to all team personnel. Senior management can help in unifying the team behind the
project objectives by developing a “priority image” through their personal involvement,
visible support, and emphasis of project goals and mission objectives.