Launching a global project presents many problems that are completely foreign to most project leaders and managers. Last month I pointed out that we have to deal with a lot more than language barriers with global projects. For example, in some cultures, speaking openly is not to be expected, in any setting. For this second installment, I thought I’d share a few concrete ideas for tackling some of these issues, things that can make a real difference and that are easy to put into play. To keep on a theme, I’ll focus on strategies to tackle the common, core issue raised in last month’s article: communication and execution problems. One of the first things I generally want to take a close look at are the techniques and processes used to manage a project. Most of the time, they are not adequate for one reason: They weren’t designed to support a global, multi-cultural organization.
Hyrax International and One Source Alliance have put together a great evening venue for a seminar on Business and Technology Trends of 2011. The seminar will be hosted at the Westlake Village Inn in Westlake Village, California, the evening of March 29. The session includes networking opportunities and will focus on OEM or B2B businesses and [...]
Pawel Brodzinski makes a very succinct and key observation regarding the differences of Scrum and Kanban (and also links to a handful of opposing views by Ken Schwaber, David Anderson and Mike Cohn). If you want to figure out how Scrum and Kanban differ, this is a great starting point — be sure to check [...]