Each company that participated in Sambac had their own technologies and tools. In most cases, the two firms had (by chance)
In this difficult situation, the approach was taken at Sambac to use Yahoo Mail. Yahoo is one of the most widely used free e-mail systems. This worked out quite well. Even today, the same solution is being used. The internal politics and bickering were avoided.
Whitmore deployed new offices into a region. Each office had its own unique issues. However, with the use of templates, issues, and lessons learned in groupware, the implementation period was reduced by 30% as later offices learned from experiences of the earlier offices.
The functions versus technology table in Fig. 6.2 is useful with
Resist acquiring new technology tools that promise to do many functions. Often, they represent overkill in use except in very large projects.
Review your methods and tools on an annual basis to see what is new and if people are using the current
Gather lessons learned on the use of the technology during the projects as part of the project. Make sure that this experience is shared with people in other projects.
Try to use the Web to find what is available in project management software that is Internet based.
On the Web sign up at two sites that are very useful for project management—www.gantthead.com and www.techrepublic.com. These sites have many useful tips for using project management software and for project management.
Use the table of methods and tools to determine where the gaps are in the
Apply the score card for the software tools to the tools that you are using now.
A key idea in this chapter has been that it is not how much technology you employ in international projects; it is that you
Work has begun on the project. Given that this is going on in multiple locations, a key issue
Be selective in terms of how you manage the people and the work in an international project.
There will be times when you feel guilty because you could not talk to all of the team
Management never comes to you with an issue. You always go to them and keep them up-to-date. This shows that you are on top of the project.
You take time to analyze the issues and work in the project—not just oversee it.
You are very much involved with issues and problems and the related team members and
Morale among project members is high as is evident by how they discuss the project.
Note that these are indirect signs of success. In all of international projects we have been involved with, there were few times where people came up and said what a success the project was. In general, things are going well if there are no major complaints or issues and you hear the team talking about their work in the project.
From experience a list of key activities in managing the project when it is underway is given in Fig. 7.1. As with many things in this book, this is organized into a table for your later use. The type of activity is given in the first column. Activities are listed in the second column. Some of the potential problems that you might encounter and comments are in the third column of the table. The last column indicates whether the activity should be treated as foreground or background, based on the following discussion:
Figure 7.1: Critical Project Management Activities during Project Work
How do you manage your time among these activities in general? Consider yourself as an operating systems on a computer. Operating systems perform foreground and background tasks at the same time. A foreground task is higher priority and what you are
You force yourself to divide up what you do into two simple priority categories.
You ensure that foreground tasks are given a higher priority than background work.
You give a higher priority to
You can assess how you are doing by seeing how many activities in each category have been addressed.
Over time as you become more