the project management process - week 10 global issues in it projects
DESCRIPTION
A wide ranging discussion on issues surrounding the globalisation of the project workforceTRANSCRIPT
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Project ManagementProject Management10. Global Project Management10. Global Project Management
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Week 10
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Today we learn to apply the project management framework
to IT projects within a global context
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Gray & Larson, 2006, Ch’s 12 and 15.
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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What is project partnering?
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Project Partnering is a process of transforming contractual
arrangements into a cohesive, collaborative team that deals with issues and problems encountered
to meet a customer’s needs
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Project Partnering is a process of transforming contractual
arrangements into a cohesive, collaborative team that deals with issues and problems encountered
to meet a customer’s needs
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Assumptions 1. the traditional adversarial relationship between the owner and
contractor is ineffective and self-defeating2. that both parties share common goals and will mutually benefit
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Reduced administrative costsBetter resource use
Improved communicationImproved performance
Advantages
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Disadvantages
?
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Existence of common goals
High costs of the adversarial
approach
Shared benefits of the collaborative
approach
These things help
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These things don’t
Conflicting goals
Lack of trust
Highly formal relationship
Pushing people before they are ready
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It’s not as easy as it sounds
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Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
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Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Goal alignment?
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Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Maximise revenue, minimise
costs
Cheap and convenient
Reliable margin, on time and budget, generate more work
customer satisfaction & minimise
risk
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Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Maximise revenue, minimise
costs
Cheap and convenient
Reliable margin, on time and budget, generate more work
customer satisfaction & minimise
risk
Conflict!
The sub contractor wants to use existing systems and processes, which may help the P.O.’s ability to manage costs, but might restrict it’s ability to generate goodwill through lack of flexibility.
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Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Maximise revenue, minimise
costs
Cheap and convenient
Reliable margin, on time and budget, generate more work
customer satisfaction & minimise
risk
Conflict!
The P.O. wants to manage it’s delivery to be on time and on target.
This helps the client minimise risk, but decreases flexibility. New customer requirements will be
harder to implement.
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Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Maximise revenue, minimise
costs
Cheap and convenient
Reliable margin, on time and budget, generate more work
customer satisfaction & minimise
risk
Conflict!
The client organisation wants to maximise customer satisfaction, which may lead to trying to
include all possible client requirements.This will probably make the solution too
complex for most customers who want a cheap and convenient solution.
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Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Collaborating isn’t always easy.
Maximise revenue, minimise
costs
Cheap and convenient
Reliable margin, on time and budget, generate more work
customer satisfaction & minimise
risk
Conflict!Conflict!Conflict!
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Partnering Relationships
Mutual trust forms the basis for strong working relationships.Shared goals and objectives ensure common direction.
Joint project team exists with high level of interaction.
Open communications avoid misdirection and bolster effective working relationships.Long-term commitment provides the opportunity to attain continuous improvement.
Traditional Practices Suspicion and distrust; each party is wary of the other.Each party’s goals and objectives, while similar, are geared to what is best for them.Independent project teams; teams are spatially separated with managed interactions.Communications are structured and guarded.
Single project contracting is normal.
Key Practices in Partnerships
Table 12.1 Project Partnering Framework(Gray & Larson, 2006, p384)
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Partnering Relationships
Objective critique is geared to candid assessment of performance.Access to each other’s organization resources is available. Total company involvement requires commitment from CEO to team members.Integration of administrative systems equipment takes place.Risk is shared jointly among the partners, encouraging innovation and continuous improvement.
Traditional Practices Objectivity is limited due to fear of reprisal and lack of continuous improvement opportunity. Access is limited with structured procedures and self-preservation taking priority over total optimization.Involvement is normally limited to project-level personnel.
Duplication and/or translation takes place with attendant costs and delays.Risk is transferred to the other party.
Key Practices in Partnerships
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Figure 12.1 Project Partnering Framework(Gray & Larson, 2006, p384)
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Types of Contracts
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Types of Contracts
Fixed Price Cost Plus
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Types of Contracts
Fixed Price Cost Plus
AKALump Sum
AKATime and Materials
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Types of Contracts
Fixed Price
The contractor lowest bid agrees to perform all work specified in the contract at a fixed price.
Disadvantages • More difficult and more
costly to prepare (for client)• The risk of underestimating
project costs (for contractor)
Contract adjustments• Re-determination provisions• Performance incentives
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Types of Contracts
Cost Plus
Contractor is reimbursed for all direct allowable costs (materials, labor, travel) plus prior-negotiated fee (set as a percentage of the total costs) to cover overhead and profit.
Risk to client is in relying on the contractor’s best efforts to contain costs
Controls on contractors• performance and schedule
incentives• costs-sharing clauses
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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When working under a contract change must be controlled.
Week 4
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The contract Change Control Systems must link to project change control systems
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Process by which a contract’s authorized scope (costs and activities) may be modified:
– paperwork– tracking systems– dispute resolution procedures– approval levels necessary for authorizing changes
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If you don’t include change control system provisions in the original contract, what will happen?
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Classes of International Projects
DomesticOverseas
ForeignGlobal
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Domestic
Overseas
Foreign
Global
Done at home for clients at home(e.g. my day job)
Doing work for local clients in a foreign country(e.g. mining project for Australian firm in New
Guinea)
Done in a foreign country for clients in that country
(e.g. a project for Microsoft performed in the USA)
Done by a team located around the world (e.g. Siemens global product development
team)
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Issues in International Management
Environmental factorsGlobal expansion
ChallengesSelection and training
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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International AssignmentsInternational Assignments
PositivesIncreased incomeIncreased responsibilitiesCareer opportunitiesForeign travelNew lifetime friends
NegativesAbsence from home and friends, and familySecurity risksMissed career opportunitiesDifficulties with language, culture, and laws
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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6 Environmental Factors
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Figure 15.1 Environmental Factors Affecting International Projects(Gray & Larson, 2006, p490)
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Legal/Political
Political stabilityNational and local laws and regulationsGovernment, state and local bureaucraciesGovernment interference or supportGovernment corruption
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Security
International terrorismNational and local security Local crime and kidnappingRisk management
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Geography
Climate and seasonal differencesNatural obstacles
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Economic
Gross domestic product (GDP)Protectionist strategies and policiesBalance of paymentsCurrency and exchange ratesInflation ratesLocal labor force: supply, educational and skill levels
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Infrastructure
Telecommunication networksTransportation systemsPower distribution gridsUnique local technologiesEducational systems
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Culture
Customs and social standardsValues and philosophiesLanguageMulticultural environments
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Environmental analysis in action
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Figure 15.2 Assessment Matrix Project Site Selection(Gray & Larson, 2006, p495)
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Figure 15.3 Evaluation Matrix Breakdown for Infrastructure(Gray & Larson, 2006, p495)
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Cross Cultural Factors
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Week 4Week 4
Organisational culture models
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Culture is a system of
shared norms, beliefs, values,
and customs that bind
people together, creating
shared meaning and a unique identity
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Cultural DifferencesCultural Differences
Geographic regionsGeographic regionsEthnic or religious groupsEthnic or religious groups
LanguageLanguageEconomicEconomic
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What do we call it when someone has a belief that their cultural values and methods are superior to others?
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What do we call it when someone has a belief that their cultural values and methods are superior to others?
Ethnocentric Perspective
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What do we call it when someone has a belief that their cultural values and methods are superior to others?
Ethnocentric Perspective
You find it when people are conducting business in your terms; stereotyping other countriesIt manifests as ignoring the “people factor” in other cultures by putting work ahead of building relationships
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You (and I) need to make adjustments when dealing with people from other cultures.
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Relativity of time and punctuality
Culture-related ethical differences
Personal and professional relationships
Attitudes toward work and life
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Relation to Nature: How people relate to the natural world around them and to
the supernaturalTime Orientation: The
culture focus on the past, present, or future
Activity Orientation: How to live: “being” or living in
the moment, doing, or controlling
Basic Nature of People: Whether people viewed as good, evil, or some mix of
these twoRelationships Among People: The degree of
responsibility one has for others
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Note: The line indicates where the United States tends to fall along these issues.
Figure 15.4 Kluckhohn – Strodtbeck’s Cross-Cultural Framework(Gray & Larson, 2006, p495)
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Cultural Dimensions Framework
Individualism versus collectivismIdentifies whether a culture holds individuals or the group responsible for each member’s welfare
Power distanceDescribes degree to which a culture accepts status and power differences among its members
Uncertainty avoidanceIdentifies a culture’s willingness to accept uncertainty and ambiguity about the future
Masculinity-femininityDescribes the degree to which the culture emphasizes competitive and achievement-oriented behavior or displays concerns for relationships
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Figure 15.5 Sample Country Clusters on Hofstede’s Dimensions of Individualism – Collectivism and Power Distance(Gray & Larson, 2006, p499)
Where are we on this grid?
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Relying on Local IntermediariesRelying on Local Intermediaries
TranslatorsTranslatorsSocial connectionsSocial connections
ExpeditorsExpeditorsCultural advisors and guidesCultural advisors and guides
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Culture ShockThe natural psychological disorientation that people suffer when they move into a different culture
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Coping with Culture Shock
Create “stability zones” resembling home
Modify expectations and behaviorRedefine priorities and
develop realistic expectationsFocus on tasks and relish
accomplishmentsUse project work as a bridge
until adjusted to the new environment
Engage in exercise, meditation, relaxation, and keep a journal
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Figure 15.5 Culture Shock Cycle(Gray & Larson, 2006, p507)
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Selection and training for overseas jobs
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Selection Factors
Work experience with cultures other than one’s ownPrevious overseas travelGood physical and emotional healthKnowledge of a host nation’s languageRecent immigration background or heritageAbility to adapt and function in the new culture
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Areas for Training
ReligionDress codes
Education systemHolidays—national
and religiousDaily eating patterns
Family lifeBusiness protocols
Social etiquetteEqual opportunity
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Learning Approaches to Cultural FluencyInformation-giving—learning of information or skills from a lecture-type orientationAffective—learning of information/skills that raise the affective responses on the part of the trainee and result in cultural insightsBehavioral/experiential—a variant of the affective approach technique that provides the trainee with realistic simulations or scenarios
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Successful partner relationships begin with the search.
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And just like you have to develop a team, you have to develop
partner relationships.
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Selecting
Team building Project
managers
Project stakeholde
rs
Expand the partnership
commitment to include other key
managers and specialists
Build a collaborative
relationship among the project managers.
Voluntary, experienced, willing, with committed top
management.
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Good people are hard to find.
So are good business partners.
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If you find good partners you want to stick
with them
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3 Fantastic Tips! Establish a “we” as
opposed to “us and them” attitude toward the projectCo-location: employees
from different organizations work
together in same location
Establish mechanisms that will ensure the relationship
withstands problems
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4 More great tips
Problem resolution
Continuous improvement
Joint evaluation
Persistent leadership
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Figure 12.2 Project Partnering Charter(Gray & Larson, 2006, p387)
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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It is important to Celebrate Success
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At major milestones and the ended of the project
Conduct a jointly review of accomplishments and disappointments.Hold a celebration for all project participants.
Recognize special contributions
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It’s about reinforcing
positive behaviour
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Figure 12.3 Figure 12.3 Sample Partnering EvaluationSample Partnering Evaluation((Gray & Larson, 2006Gray & Larson, 2006, p389), p389)
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Partnerships fail
regularly.
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Senior management don’t support you
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Cultural differences are forgotten or ignored
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The wrong measurements are applied
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The wrong incentives are in place
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Negotiation: Art or science?
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(Usually…) Everyone is on the same side—OURS
Everyone is bound by the success of the projectEveryone has to continue to work together
Project management is NOT a contest.
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Principled Negotiations
call forSeparating the people
from the problemFocusing on interests,
not positionsInventing options for
mutual gainAnd whenever possible, use objective criteria to help you achieve your
goals
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If pushed, don’t push back
Ask questions instead of making statements
Use silence as a response to unreasonable demands
Ask for advice and encourage others to
criticize your ideas and positions
Use Fisher and Ury’s best alternative to a negotiated
agreement (BATNA) concept to work toward a win/win
scenarioWarnings for dealing with
Unreasonable People
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Concepts we will coverProject Partnering
Key Practices in PartnershipsTypes of ContractsContract Changes
International ProjectsInternational Assignments
Environmental FactorsCross Cultural Factors
Cross-Cultural Orientations
Cultural Dimensions Framework
Working in Different CulturesSelection and TrainingSuccessful Partnering
Sustaining RelationshipsCelebrating SuccessPartnering Failures
The Art of NegotiatingCustomer Relations
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Your goal is a happy customer
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So what makes a customer happy?
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The negative effect of dissatisfied customers is far greater than positive effect of satisfied customers (Richins 1983)
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The negative effect of dissatisfied customers is far greater than positive effect of satisfied customers (Richins 1983)
In today’s modern communications environment that message can travel faster and wider(Hoch, 2006)
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Every customer has performance expectations and perceptions(Parasuraman 1991)
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Satisfaction is a perceptual relationship!
Perceived performance
Expected performance
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Project managers must be skilled at managing both customer
expectations and perceptions
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Your checklist;Your checklist; Don’t oversell the project; better to undersellDon’t oversell the project; better to undersell Develop a well-defined project scope statementDevelop a well-defined project scope statement Share significant problems and risksShare significant problems and risks Keep everyone informed about the project’s Keep everyone informed about the project’s
progressprogress Involve customers early on decisions about project Involve customers early on decisions about project
development changesdevelopment changes Handle customer relationships and problems in an Handle customer relationships and problems in an
expeditious, competent, and professional mannerexpeditious, competent, and professional manner Speak with one voiceSpeak with one voice Speak the language of the customerSpeak the language of the customer
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Review• Successful project partnering reduces costs, increases
resource utilization, improves communication and performance.
• Types of contracts include; Fixed-Price or Cost-Plus. A contract change control system is important.
• Issues affecting international projects include; economic, legal, security, infrastructure, culture, and geography.
• Issues for project expatriates include; dealing with culture shock, and local services and amenities.
• Training is required in understanding foreign cultures such as; religion, dress, education, family life, eating, holidays …
• Successful partnerships require; team building, negotiating, and managing customer satisfaction and expectations.
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BetterProjects.net
Source of Cover picture is unknown.It arrived in an email. I thought I’d use it anyway.