Strengthening global project teams through connection and collaboration

In an ever evolving and changing climate VUCA (Volatility, Uncertainty, Complexity and Ambiguity) is especially important for international projects where a change in policy or legislation, issues with shipping terms and traffic or the crash of a country’s financial system can impact the viability or requirement for a project overnight. The external influence should be measured and used to support mitigation techniques or understand when the project must be closed.

Recognising successes and learning lessons effectively while delivering a project overseas can be challenging. Being connected to the project physically allows the project manager to be responsive, timely and build relationships with the project team. This is not to say that it is impossible to manage projects remotely, but it will require additional steps to keep the project moving forward.

Make the connection

One critical lesson I have learnt across many overseas projects, is to keep connected by as many forms of communication as possible. Holding regular team meetings, fitting in 10–15-minute check ins and sharing successes and lessons frequently to motivate and encourage open communication and recognition.

When things get tough and tensions are high acknowledging the challenging times endured by the team and recognising the effort to stay on track can be a great motivator to push through other potential challenging times ahead.

Harness the team spirit and make it strong

Many project professionals have a common explanation for their history of joining the project profession. In engineering specifically, it goes something like this “I’m an X engineer first and a project manager second” and it may be the same for other professions too. By nature, excelling at your original engineering role is what put you in good stead to become a project leader in the first place.

By letting the team know “I’m one of you” in the respective field or industry that can bring about camaraderie to pull together and get great results. However, be careful as it can also be detrimental and obstructive if used too strongly and the team really need a project leader to drive the project forward.

Every project requires a diverse range of skillsets, experiences and personalities to achieve successes. When team members are too similar, things like group think can halt progress and exploration of options. Knowing your team and building strong connections is a key indicator for success, taking the time to learn the lessons collectively and grow as a team.

Reduce long phases/ stages

Reducing the length of a stage by breaking them down into smaller sub-stages, can enable any project team to not only act quickly to maintain performance but can be a fantastic way to recognise the achievements and lessons learned in the project. We have all been in the middle of a lengthy project stage that drains the morale and life out of the team! When does this become counterproductive and unsustainable?

Using experience of past projects to identify when a change in pace is needed and plan forward using agility to adapt and maintain focus on the key deliverables.

I was responsible for ensuring a large engineering and equipment solution was fit for purpose, met the project scope and was ready to be shipped and commissioned on the other side of the world.

Reviewing and releasing the equipment was a critical decision gate for the overseas team to agree they were satisfied with the equipment prior to shipping. Using a more agile approach, we were able to review each sub section of the solution and agree action points and next steps in a sprint once the equipment was ready. Instead of a large review process for all the equipment which could potentially allow for things to be missed.

Times have changed and rigid project management techniques should be a thing of the past. Adapting and re-evaluating with intent of changing the projects path positively using all the tools available to make it happen regardless of which technique or framework it came from.

Flexibility of time zones

Balancing of coordinating time zones dependant on what regions are involved can be tricky to say the least. One instance comes to mind where I was based in the UK working with a project team in the US and including a colleague in Australia for a meeting. The options were, I joined the call at 11pm, the US team joined the call at 4am or the Australian colleague joined the call 10pm. Being that I was the project manager I decided to join the call late in the evening - I was lucky enough that this wasn’t a regular occurrence.

Geographical locations of where a project is initiated, delivered and supported needs to be included in a risk assessment and given the consideration it needs to ensure that the communication plan is suitable for all parties involved.

Having worked in the US, I’m familiar with the PMI framework and as a member of the APM, I believe that the option to become a Chartered Project Professional is a positive step toward improving collaboration among overseas project teams.

Regardless of where the project is being delivered or which framework is used, we are all working towards the same goal – project success.