1. ePM: Managing Virtual Projects Summer 2004 Marcus Goncalves marcusg@marcusgoncalves.com www.marcusgoncalves.com By MGCG, Inc. to PMI Maine Chapter

2. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 2 Marcus Goncalves  MS in CIS, BS in Civil Engineering, BA in Psychology and BA in Business Administration  Adjunct Professor at Boston University on Knowledge, Project, and Operations Management  12+ years of global consulting in IS&T and PM  Founder of 6 companies, CEO, CKO, COO, CTO  Author of 28+ books  Member of PMI, OASIS/UN, UDDI, W3C standardization committees  Holder of 6 patents (pending) in virtual access technologies  Carnegie and Rockefeller Foundation - Who’s Who in the U.S. Executives and Computer Industry.

3. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 3 About MGCG  Who we are  Consulting Practice  Knowledge Management  Project Management  Risk Management  Change Management  PM, RM and CH Courses  Workshops & Seminars  Short Courses, 2-4 days  Online programs KM PM RM CM Plan Control Optimize

4. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 4 Agenda  Overview of e-Project Management  Differentiation of conventional PM from ePM  Highlights of criticality, challenges and complexities  Emerging tools  Critical Success Factors

5. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 5 The Age of ePM

6. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 6 Capability Maturity Model Integration (CMMI)

7. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 7 CMMI’s Impact on Projects

8. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 8 Successful ePM = Technical and Sociocultural Integration

9. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 9 An Overview of ePM  Methodology for managing projects from a distance, over the Internet and telecommunication medium  An evolutionary approach to Project Management  Used to address issues with conventional approach  NOT for everyone or everything!!

10. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 10 Why e-Project Management ?  Main Factors  Globalization & Rapid Development of Third World & Closed Economies  Downsizing/Rightsizing & Increasing Outsource trend  Telecommuting  Global Competition  Partnerships and Alliances  Ability to hire the best for only what you need  Businesses opportunities, etc.  Other Important Factors  Conservative E-Commerce Project facts: (Source www.cutter.com)www.cutter.com  50% of new software projects are web-based  20% of them are critical  31% of IT budget spent of Web Projects  95% should be done “within a year”

11. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 11 Conventional PM  Made of “seven” phases..Requirements, Design, Operations  Build for known functionality..There is time for “ready”  Process focus is more on optimization than adaptation  Change is more of an exception than the norm  Predictable future (lifetime)  Matured technologies

12. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 12 Virtual Project Management  Web based PM  No time for “ready”..always on “fire..”  Projects are “research- like” but “mission-critical”  Not sure of life-time  Risk-driven  Breakthrough and evolving technologies  Need for integrating speed, change, radical innovation

13. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 13 What About Virtual Teams?  Virtual Team is not a new concept  DoD  NASA  Differ from traditional teams  Dispersed, not co-located  Characterized by multiple environments, culture, language, technology, politics, economy, etc.  Distributed, not centralized operations, organization and IS&T  Types of virtual teams  Local  International  Interactive  Collaborative  Driving forces behind the rise of virtual teams  Current trends

14. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 14 Typical ePM Environment

15. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 15 ePM & VT Framework

16. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 16 Current Applicability of ePM

17. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 17 Dimensions of a Virtual Team  Stability of membership - Stable, Fluid  Clarity of team boundaries - Unclear, Clear  Timeframe in which to operate - Immediate, Long-Term  Regularity of activity - Regular, Infrequent

18. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 18 ePM Tasks  Type or nature of task - Routine, Non-routine  Decision making authority - None, Full  Complexity  Organizational - Single, Multiple  Cultural - Single, Multiple  Temporal - Single Time Zone, Multiple

19. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 19 Two Virtual Team Examples Project or Product TeamAction Team Stability of Membership FluidStable/Fluid Team BoundariesClearUnclear TimeframeLonger-termImmediate RegularityFrequentInfrequent TaskNon-routine Decision AuthorityHighModerate ComplexityHighModerate

20. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 20 Four Levels of Collaboration Level 1 Cumulative Work : Uncoordinated Individual Efforts Level 3 Coordinated Work: Coordinated Individual Efforts Level 4 Collaborative Work: Concerted Team Effort Sprinters Relay Crew High Low Degree of CollaborativeEffort Huddle Level 2 Communication Work: Unstructured Information Sharing

21. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 21 Virtual Teams Management Systems Project Problem Task Collaborative decisions and actions Virtual Team Leader, Members Technology Structure Process Facilitation (Based on Kurstedt’s Management System Model) Ideas Information Performance Progress Idea organization, prioritization, consensus, contribution and progress

22. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 22 Emerging Technologies  Microsoft Project EPM  Primavera’s Web Portal  Extreme Programming - Kent Beck  Projectplace.com  The concept of “Intellectual Bandwidth” (the ability to bring IC to bear in addressing a problem). KM, RM and CM is key!

23. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 23 Microsoft Project EPM

24. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 24 Microsoft EPM Cont.

25. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 25 Projectplace.com

26. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 26 Projectplace.com Cont.

27. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 27 Project Initiation Phase  Starts with a project initiation workshop (Webex)  Deliverable is the project data sheet  Answers Why? What? Who? And When? questions  Key component is the project objective statement (POS)  Specifies scope, schedule and resources in 25 words or less

28. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 28 Ideal Virtual Team KM PM  Two to hundreds of people  Complex issues addressed  Everyone  Contributes equally  Perceives everything from multiple perspectives  Focuses attention on critical Issues  Takes ownership of the solution

29. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 29 Our Methodology  Have adaptive life cycle planning  Balance anticipation with adaptation  Encourage rework for change - not due to poor design/process  Focus on business exchanges first..  Implement features gradually..breadth first depth later..  Replace control with collaboration and empowerment  Team focus on skill and understanding rather than process  Be lightweight - Simple and clear in purpose and principles

30. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 30 Critical Success Factors  Highly skilled and focused teams  Project champion support  Risk-taking organizational environment  Cultural shift in Business and Systems Processes  Manager orientation - From “Best Practices” to “Next Big Thing”

31. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 31 Our Principle “ Simple, clear purpose and principles give rise to complex, intelligent behavior. Complex rules and regulations give rise to simple, dumb behavior.”

32. © 2003-2004 MGCG, Inc. All rights reserved. Boston – Germany – Turkey – Brazil - Argentina 32