Communication – Cultural Impact

1. Communication – Cultural Impact Michael G. WaddellMGW PM /Logistics

2. PRESENTATION OUTLINE – COMMUNICATION & CULTURAL IMPACT • Introductions • Review: • What is Program Management • What is Project Management • Project Management Skills • COMMUNICATIONS & CULTURE • Communications Management -- The Basics • Review -- Central Project Communication Team Flow • Project Communications – Eaten Alive • Communication The KEY • Project Start-Up • Segue to Cultural Impacts • “Culture, Cultural Impacts” – Background (Break) • Open the Floor • PROJECT CASE EXAMPLES (Work into presentation or “Open Floor”) • Early Middle East (Turkey) • 1997 Asia (China) Multi Culture Teams • Middle East (Saudi Arabia) Multi Culture Teams • South America (Brazil) Multi Culture Teams

3. INTRODUCTION • Please introduce yourself and complete the attendance form: • Name • Current job / responsibilities (as you wish) • Please turn off your cell and respect opinions of others. • Get comfortable

4. Summary of Qualifications • 30+ plus years: As an international and domestic Project Managerand Consultant in the automotive, medical, nuclear, power generation, petrochemical, DOE environmental and DOD aerospace industries. • Key competencies include: Strategic Alliances, PMO Development & Implementation, Program & Project Management, Authored Directions,, Procedure & Training Guidelines, Legal Entanglement Avoidance, Cost Estimate Auditing, Technical Review & Guidance, Industrial Engineering, Re-engineering of Mission & Focus LEAN Manufacturing/Production/Logistics and Material Procurement. • Education: • California State University, Sacramento, CA – BS degree in Industrial Engineering, Minor in Computer Science – 1974 • Sacramento City College, Sacramento, CA -- Associate of Science degree in Electronics Technology --1972 • Lincoln Law University, Sacramento, CA -- Law Studies -- 3 years –1980 • Additional Courses and Certifications: Advanced Project Management, Certified Method Time Measurement and Micro Method Time Measurement; JIT; TQM; System Critical Path Analysis; Lean Process and Manufacturing, LEEDs , Logistics, Air Command and Staff College, War Command, System Engineering, Value Engineering, System Simulation; System Structured Analysis; Management Information Systems; Executive Management Training. • Industry Experience: Automotive, Federal Government (DOD, DOE), Utilities, Petrochemical, Light Industrial / Commercial & Medical

5. PRESENTATION FORMAT – OPEN FORUM Open the Floor - Discussion Presentation Presentation/Feedback

6. SIMPLE REVIEW -- WHAT IS PROGRAM MANAGEMENT? • Program management is the application of knowledge, skills, tools, and techniques to a program in order to meet the program requirements and to obtain benefits and control not available by managing projects individually. • Program management focuses on the project interdependencies and helps to determine the optimal approach for managing them. Actions related to these interdependencies may include: • Resolving resource constraints and/or conflicts that affect multiple projects within the program, • Aligning organizational/strategic direction that affects project and program goals and objectives, and • Resolving issues and change management within a shared governance structure. • Source: PMI • As an ‘”Imaginary Engineer”, “A process, is a process, is a process, the commodity of the need and the value of the result(s) are directly related to the process and the process can be improved by imagination”

7. SIMPLE REVIEW -- WHAT IS PROJECT MANAGEMENT? • “Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes, which are categorized into five Process Groups. These five Process Groups are: • Initiating, • Planning, • Executing, • Monitoring and Controlling, and • Closing. • Managing a project typically includes, but is not limited to: • Identifying requirements; • Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project; • Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature; • Managing stakeholders towards meeting project requirements and creating project deliverables; • Balancing the competing project constraints, which include, but are not limited to: • Scope, • Quality, • Schedule, • Budget, • Resources, and • Risks.”Source: PMI

8. PROJECT MANAGER SKILLS Summary: I believe Project Manager skills are like RAKES! “A controlled complex combination of Risks, Arts, Knowledge's, Experiences, and Sciences, all pulling together to “bring it home” on time and within budget.” Source: MGW Decision making Influencing Motivation Leadership Negotiation Team building COMMUNICATION Trust building Political and CULTURALawareness Coaching Conflict management Skills Source: PMI

9. COMMUNICATIONS MANAGEMENT -- THE BASICS Integration Integration Integration Stakeholder • • • • Project Charter Plan Development Identify Stakeholders Plan Development • • • • Plan Execution Plan Stakeholder Management Project Management Plan Plan Execution • • • Manage Project Work Change Control Change Control • Manage Stakeholder Engagement • • • Control Project Work Information System Information System • Control Stakeholder Engagement • • • Project Office Change Control 1 of 10 PMI’s Body of Knowledge Elements For Program Management • Close Project Scope Cost Risk Quality Procurement Time Scope Cost Risk Quality Procurement Time • Plan Schedule Management • • Business Requirements Plan Scope Management • • Plan Cost Management Resource Planning • • Plan Risk Management Risk Identification • Plan Quality Management • Quality Planning • • Procurement Planning Plan Procurement • Define Activities • Activity Definition • • Technical Requirements Collect Requirements • • Risk Quantification Identify Risks • Requisition Management • • Estimate Cost Cost Estimating • Perform Quality Assurance • Quality Assurance • • Define Scope Deliverables • Sequence Activities • Activity Sequencing • • Qualitative Risks Analysis Risk Response • Solicitation/Source • • Determine Budget Cost Budgeting • Control Quality • Quality Control Conduct Procurements • • Identification Create WBS • Estimate Activity Resources • Schedule Development Quantitative Risks Analysis Development Control • • Control Cost Cost Performance • • Management Oversight Control Procurements • • • Scope Definition Validate Scope • Estimate Activity Durations • Schedule Control • • Risk Control Plan Risks Responses • • Contract Close Procurements Measurement • • WBS Control Scope • • Schedule Integration Develop Schedule • • Risk Documentation Control Risks Management/Closure • Scope Change Control • Cost Control • Control Schedule Human Resources Communications Communications • • Organizational Planning Plan HR Management • • Communications Plan Communications • • Staff Acquisition Acquire Project Team Planning Management • • Team Development Develop Project Team • • Manage Communications Information Distribution • • Manage Project Team Professional • • Performance Reporting Control Communications Development • Issues Tracking and Management Source: PMI

10. REVIEW -- PROJECT COMMUNICATION TEAM FLOW PROJECT REQUIREMENT Purchasing & Finance LIST OF TASKS: H/R PROJECT REQUIREMENT DESIGN SEQUENCE/STRATEGY LIST OF TASKS: SEQUENCE/STRATEGY DESIGN CPMT Collect Plans Analyze Recommend Follow-up Prepare Assessment And Report Area Project Implementation Team Engineering Logistics Provider Marketing Launch / Manufacturing Teams PROJECT REQUIREMENT PROJECT REQUIREMENT LIST OF TASKS: LIST OF TASKS: SEQUENCE/STRATEGY DESIGN DESIGN SEQUENCE/STRATEGY Facility Engineering and Contractors Issue List Process Tooling Suppliers

11. ProjectSponsor Cross-FunctionalOrganizations SeniorManagement ProjectManager ExternalSuppliers Customer/Client ProgramManager Core TeamMembers PROJECT COMMUNICATIONS – EATEN ALIVE PROJECT COMMUNICATIONS –

12.  The KEY • Project Communication and Control The communication of project information is essential to managing the work plans within a project’s work effort and is critical to the interdependent work efforts in meeting overall program objectives. • Organizational Communications • Stakeholder’s Requirements • Capitalize On Cultural Differences • Team Building • Work Performance Information • Proactive Problem Early Detection & Resolution (Exceptions & Issues) • Budget Planning • Change Control Process • Successful Close-out • Employee Satisfaction • Organizational Improvement (ISO Requirement), short term and long term

13. Project Plan PROJECT START-UP  Communications – Begin when • Establishing the Project Plan

14. BEFORE YOU BEGIN BUT WAIT --- BEFORE YOU START THERE’S MORE!! CULTURE MAY have an IMPACT.

15. CULTURE, CULTURAL IMPACTS – THINK ABOUT THIS BACKGROUND PMI’s PMBOK’s 5th Edition opening introduction identifies the practitioners associated with PMI “… come from diverse backgrounds and cultures…” and references to “Culture” begin almost immediately with section 2.1 Organizational Influences on Project Management. There are 34 references to “Culture”, starting with section “ 2.1.1 - ... An organization's culture and style affect how it conducts projects. Cultures and styles are group phenomena known as cultural norms, which develop over time. … Organizational culture is shaped by the common experiences of members of the organization and most organizations have developed unique cultures over time by practice and common usage.” It is interesting to note that Harold Kerzner, in his book “Project Management – A System Approach to Planning, Scheduling, and Controlling, 11th Edition”, mentions “culture” 159 times, “cultural” 35 times. In PMI’s PMBOK’s 1996 Edition, there where six (6) references and grew to 13 in the 3rd Edition, (2004).

16. Project Communications Management Thereare two references to “culture” in PMI’s PMBOK Project Communications Management section; one within 10.1 Plan Communications Management and the other in 10.2 Manage Communications. 10.1.2.2 Communication Technology: “The methods used to transfer information among project stakeholders may vary significantly. For example, a project team may use techniques from brief conversations to extended meetings, or from simple written documents to extensive materials (e.g., schedules, databases, and websites), which are accessible online as methods of communication. … • Project environment. There is a need to determine if the team will meet and operate on a face-to-face basis or in a virtual environment; whether they will be located in one or multiple time zones; whether they will use multiple languages for communication; and finally, whether there are any other project environmental factors, such as culture, which may affect communications.” 10.2.1.3 Enterprise Environmental Factors “Described in Section 2.1.5. Specific enterprise environmental factors that can influence the Manage Communications process include, but are not limited to: • Organizational culture and structure,”

17. OPEN THE FLOOR If Culture has been around a long time, why do you think it took 16 years to grow in recognition? How can, with only two (2) references to “Culture” can Communications be impacted? IS THERE MORE? Let’s take a BREAK – 5 MINS to Think about these “?”.

18. Communication Cycle – Can Culture Impact Success or Failure ? A process, is a process, is a process, *Social Media • Talk • E-mail Meeting Save e-mail record Summarize conversation record Phone Call Reports Prepare Meeting Minutes Record • Prepare conversation record Prepare Reports INFORMATION TRANSFER TO STAKEHOLDERS • PROJECT SUCCESS OR FAILURE ?

19. INTERNATIONAL CASE EXAMPLES • Cultural Impact #1 -- 1986, while with the DOD, I was assigned to a HUGE project, “The Re-Organization & Modernization (REMO) for the Turkish Air Force”. My first overseas assignment – WOW. Before I was to travel, I was given a whole day’s briefing on the “Do’s & Don’ts a Cultural Overview”. • Religion, Perceptions and Project Management Maturity • Cultural Impact #2 – 1997, Shanghai General Motors, Shanghai China -- Construction Project Manager & Production Consultant -- New construction of automotive assembly plant’s press shop, body and paint shop, machine and equipment installation, commissioning and system launch. Project manager and engineer for the body distribution center. My first exposer to ASIA. • Political, Social habits & structure, Ethnic, Language, Logic and PMM • Cultural Impact #3 – 2009, Saudi Arabia – Established APC’s joint-partnership business operations in Riyadh, Kingdom of Saudi Arabia. • Religion, Radical Beliefs, Social structure, Multi-national, Language and PMM. • Cultural Impact #4 – 2013, Brazil – Multi-cultural Project Team with multi-cultural management client stakeholders. • Language, mix of European (Italian), Brazilian, & USA PMM and Organizational culture.

20. THANK YOU KINDLY FOR YOUR TIME • Please complete the attendance form: • Your feedback will help improve the presentation I leave you with this: Have Peace on your mind, Love in you Heart and God in your thoughts.