Challenges in managing global programs


  • Communication:Nearly 70% of large projects and programs fail due to poor communication. Hence it is important that you tailor your communication plan by understanding communication needs of your stakeholders in terms of
    1. Who needs what information
    2. When will they need it
    3. From who

Ensure that everyone part of the program understands their roles & responsibilities, program objectives and as some items may not be explicit. It may be possible to have different type of communication techniques for different audience e.g. sponsors & senior executives may only want executive summary with key issues and achievements in a dashboard instead of detailed report. The same thing is not true for the other stakeholders so don’t assume unless you are sure. Also know when and where to use written or verbal communication tools.

  • Language: Language is probably last frontier of international trade. More than 65% of world workforce does not speak English. Therefore it is a key challenge in most global programs. You can reduce the damage to some extent by:
    1. Using simple sentences
    2. Avoiding jargon
    3. Speaking slowly
    4. Using multiple channels
    5. Confirming understanding
    6. Seeking acknowledgements
  • Culture: In some regions business culture has significant impact on ways of life. For example in the Middle East, Islam guides most social and business behavior whereas in China, same can be said about Confucianism, Japan poses many intricacies of etiquette & protocol developed out of their uniquely hierarchical society.
  • Time zones: Though this may sound like a non-issue but pay attention here to ensure the meetings outside time zones of some teams are well notified in advance and only set to accomplish critical decisions or discussion not for routine and mundane tasks.
  • People & politics: In an outsourcing environment with multiple vendors, there are process and political challenges in knowledge transfers, hand offs and roles and responsibilities unless carefully defined in advance as older vendors had better inroads into the client’s management chain. Same can be assumed in case of an outgoing person in charge in captive IT department. Therefore it is of utmost importance to do some groundwork to have clear queries to have the information and support you need.
Shyam Verma, PMP, ITIL
Program & portfolio Mgnt professional
LinkedIn:spverma. Twitter: Shammy1
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