Archives for January2013


John Saee – Project Management in China

China is the world’s largest emerging economy and the most preferred destination of foreign direct investment (FDI) in recent years, China is driving contemporary global economy. As a consequence, most leading Multinational Corporations (MNCs) are increasingly setting up R&D operations in China (Li and Zhong, 2004). While China’s physical and technological infrastructure is increasingly transforming at lightning speed, but institutional and cultural realities are much slower to change, which presents huge challenges for project consultants, project managers and teams (Wong, 2008). In the interview with The PM Channel Dr John Saee describes the important characteristics of the Chinese culture and particularly on communication context.  He also explains why western method in Project Management is not applicable in China.

John-SaeeDuring the past 24 years, Professor Dr. John Saee has held senior line managerial and leadership roles in industry and academia internationally. Whereas, his academic leadership roles cover three continents – Australia, Asia and Europe including France, and Germany. Professor Dr. Saee has authored more than two hundred publications and fifty made up of books and research articles, which have been published by globally leading and respected publishing houses and refereed academic and professional journals and refereed international conference proceedings in Australia, Europe, Asia and the USA.

Watch Dr John Saee interview on The PM Channel – Online project management training and development.

 

Paul Hesselman – Be Aware of Cultural Differences

Paul-HesselmanCultural differences are very important in Project Management. It is very important to take this aspect in consideration if you are going to work aboard. You have to make sure you are prepare and you know a lot about the other culture.

Paul Hesselman describes the importance of being aware of the cultural differences that may exist in different parts of the world.  He gives a couple of his own personal examples of how these differences presented themselves to him.

Paul is a highly experienced project and program manager who is able to reflect practical experience with theory. In addition to his extensive experience in all project disciplines, Paul is also a manager and a trainer / coach of professionals. He is a board member of IPMA years in the Netherlands and has been active in IPMA internationally as a team lead for the renewal of the regulation of the IPMA certification.  As one of the first IPMA certified project managers in the Netherlands since 1995 Paul assessor for this individual certifications. Paul is co-author of several books and articles on project management and is rated speaker at national and international conferences and seminars.

Watch the interview of Paul Hesselman on The PM Channel.

Luca Cavone – Visible Planning Succeeds

Visible Planning - Luca Cavone Luca Cavone is a consultant in the Innovation Management Division of JMAC Europe, an Italian-Japanese Management Consulting Company.  He is supporting companies that intend to increase the success of new products on the market, reduce time to market of new products, and effectively manage projects. His focus is on the innovation processes typical of Marketing and R&D area. Expertise: Project, program and portfolio management, Product development, Lean business process re-engineering, Knowledge management, Risk management. He’s also part of the International Project Management Association, being responsible about Membership Coordination within IPMA Young Crew Management Board.

Watch Luca Calvone’s interview on The PM Channel.

Luca describes the Visible Planning methodology that allows a programme or an organisation to overcome some of the  typical issues in managing projects.

In this interview Luca exposes the basic principles of Visible Planning and the 3 dimensions important such as governance, knowledge and behaviour and explains why people are important for this methodology.

Traditional Project Management and tools usually do not take into account organizational aspects and the impact on people, who often work with incomplete information, unclear and not shared objectives, low awareness of one’s own work impact.
In this scenario JMAC developed an innovative method of project management called Knowledge Innovation (KI), in Europe better known as Visible Planning®, especially used for the government of product innovation projects.

The Visible Planning® is very effective to increase the capacity to manage intangible assets like technical skills, relationships, individual and team behavior, culture. It’s a real organizational development program working on communication mechanisms and knowledge management.

The fundamental principles behind are:

  •  anticipation and front loading;
  •  “dual axes management” (projects and business areas);
  • visualization and simplicity
  • horizontal and vertical “pull” communication;
  • proactive participation and sharing;
  • structured teamwork and empowerment of team members;

Watch more interviews on The PM Channel.