Strategic
Objectives:
Growth to $X Million in 5
years
Integrate New Products
& Quantities
Risk
Resources
Resources
Capability
Capability
PMO
Communication
Structure
Structure
Benefits
Benefits
Market
Organization
Organization
Industry
Product
Project
Project
Project
Service
Project
Communication –
Cultural Impact
Michael G. Waddell
MGW PM /Logistics
PRESENTATION OUTLINE – COMMUNICATION &
CULTURAL IMPACT
• Introductions
• Review:
•What is Program Management
•What is Project Management
•Project Management Skills
• COMMUNICATIONS & CULTURE
• Communications Management -- The Basics
• Review -- Central Project Communication Team Flow
• Project Communications – Eaten Alive
• Communication The KEY
• Project Start-Up
Segue to Cultural Impacts
• “Culture, Cultural Impacts” – Background (Break)
• Open the Floor
• PROJECT CASE EXAMPLES (Work into presentation or “Open Floor”)
• Early Middle East (Turkey)
• 1997 Asia (China) Multi Culture Teams
• Middle East (Saudi Arabia) Multi Culture Teams
• South America (Brazil) Multi Culture Teams
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INTRODUCTION
Please introduce yourself and complete the attendance form:

Name

Current job / responsibilities (as you wish)
Please turn off your cell and respect opinions of others.
Get comfortable
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Summary of Qualifications

30+ plus years: As an international and domestic Project Manager and Consultant in the automotive,
medical, nuclear, power generation, petrochemical, DOE environmental and DOD aerospace industries.

Key competencies include: Strategic Alliances, PMO Development & Implementation, Program & Project
Management, Authored Directions,, Procedure & Training Guidelines, Legal Entanglement Avoidance, Cost
Estimate Auditing, Technical Review & Guidance, Industrial Engineering, Re-engineering of Mission & Focus
LEAN Manufacturing/Production/Logistics and Material Procurement.

Education:
 California State University, Sacramento, CA – BS degree in Industrial Engineering, Minor in
Computer Science – 1974
 Sacramento City College, Sacramento, CA -- Associate of Science degree in Electronics
Technology --1972
 Lincoln Law University, Sacramento, CA -- Law Studies -- 3 years –1980

Additional Courses and Certifications:
Advanced Project Management, Certified Method Time
Measurement and Micro Method Time Measurement; JIT; TQM; System Critical Path Analysis; Lean
Process and Manufacturing, LEEDs , Logistics, Air Command and Staff College, War Command, System
Engineering, Value Engineering, System Simulation; System Structured Analysis; Management Information
Systems; Executive Management Training.

Industry Experience: Automotive, Federal Government (DOD, DOE), Utilities,
Industrial / Commercial & Medical
Petrochemical, Light
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PRESENTATION FORMAT – OPEN FORUM
Presentation
Open the Floor
- Discussion
Presentation/Feedback
6
SIMPLE REVIEW -- WHAT IS PROGRAM MANAGEMENT?
• Program management is the application of knowledge, skills, tools, and techniques to a program in
order to meet the program requirements and to obtain benefits and control not available by managing
projects individually.
• Program management focuses on the project interdependencies and helps to determine the optimal
approach for managing them. Actions related to these interdependencies may include:
• Resolving resource constraints and/or conflicts that affect multiple projects within the program,
• Aligning organizational/strategic direction that affects project and program goals and objectives,
and
• Resolving issues and change management within a shared governance structure.
Source: PMI
As an ‘”Imaginary Engineer”, “A process, is a process, is a process, the commodity of the need and the
value of the result(s) are directly related to the process and the process can be improved by
imagination”
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SIMPLE REVIEW -- WHAT IS PROJECT MANAGEMENT?
• “Project management is the application of knowledge, skills, tools, and techniques
to project activities to meet the project requirements. Project management is
accomplished through the appropriate application and integration of the 47 logically
grouped project management processes, which are categorized into five Process
Groups. These five Process Groups are:
– Initiating,
– Planning,
– Executing,
– Monitoring and Controlling, and
– Closing.
• Managing a project typically includes, but is not limited to:
– Identifying requirements;
– Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the
project;
– Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and
collaborative in nature;
– Managing stakeholders towards meeting project requirements and creating project deliverables;
– Balancing the competing project constraints, which include, but are not limited to:
• Scope,
• Quality,
• Schedule,
• Budget,
• Resources, and
• Risks.”
Source: PMI
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PROJECT MANAGER SKILLS
Summary: I believe Project Manager skills are like RAKES!
“A controlled complex combination of Risks, Arts, Knowledge's, Experiences, and
Sciences, all pulling together to “bring it home” on time and within budget.”
Source: MGW
Motivation
Decision making
Influencing
Leadership
Negotiation
Team building
COMMUNICATION
Trust building
Political and CULTURAL
awareness
Conflict management
Coaching
Skills Source: PMI
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COMMUNICATIONS MANAGEMENT -- THE BASICS
Integration
1 of 10 PMI’s Body
of Knowledge
Elements For
Program
Management
Scope
•
•
•
•
•
•
•
Plan Scope
Business
Requirements
Management
Technical
Collect
Requirements
Requirements
Deliverables
Define
Scope
Identification
Create
WBS
Scope Definition
Validate
Scope
WBS Scope
Control
Scope Change Control
•
•
•
•
•
•
Project
Plan
Development
Charter
Plan Execution
Project
Management Plan
Change Control
Manage
Project Work
Information
Control
Project
System
Work
Project Office
Change
Control
Close Project
Time
Time
• Plan Schedule Management
•
•
•
•
•
•
Define
ActivityActivities
Definition
Sequence
Activities
Activity Sequencing
Estimate
Resources
ScheduleActivity
Development
Estimate
ScheduleActivity
ControlDurations
ScheduleSchedule
Integration
Develop
Control Schedule
•
•
•
•
•
•
Plan Identification
Risk
Risk Management
Risk Quantification
Identify
Risks
Risk Response
Qualitative
Risks Analysis
DevelopmentRisks Analysis
Quantitative
Risk Control
Plan
Risks Responses
Risk Documentation
Control
Risks
Cost
Cost
Human Resources Communications
•
•
•
•
Plan HR Management
Organizational
Planning
Staff Acquisition
Acquire
Project Team
Team Development
Develop
Project Team
Professional
Manage
Project Team
Development
• Communications
Plan Communications
Planning
Management
• Manage
Information
Communications
Distribution
• Control
Performance
Communications
Reporting
• Issues Tracking and
Management
Procurement
Procurement
Risk
Risk
•
•
•
•
Plan Cost Planning
Resource
Management
Cost Estimating
Estimate
Cost
Cost Budgeting
Determine
Budget
Cost Performance
Control
Cost
Measurement
• Cost Control
•
•
•
•
•
Plan Procurement
Procurement
Planning
Requisition
Management
Solicitation/Source
Conduct
Procurements
Control Procurements
Contract
Close
Procurements
Management/Closure
Quality
Quality
• Plan
• Quality
Quality
Planning
Management
• Perform
• QualityQuality
Assurance
Assurance
• Control
• Quality
Quality
Control
• Management Oversight
Integration
Stakeholder
•
•
•
•
•
Identify
Plan
Development
Stakeholders
Plan Execution
Stakeholder Management
Change
Manage Control
Stakeholder Engagement
Information
System Engagement
Control Stakeholder
Source: PMI
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REVIEW -- PROJECT COMMUNICATION TEAM FLOW
PROJECT REQUIREMENT
LIST OF TASKS:
H/R
DESIGN
SEQUENCE/STRATEGY
Purchasing &
Finance
PROJECT REQUIREMENT
LIST OF TASKS:
SEQUENCE/STRATEGY
DESIGN
Area Project
Implementation Team
Marketing
CPMT
Collect Plans
Analyze
Recommend
Follow-up
Prepare
Assessment
And
Report
Engineering
Logistics Provider
Launch / Manufacturing
Teams
PROJECT REQUIREMENT
PROJECT REQUIREMENT
LIST OF TASKS:
LIST OF TASKS:
SEQUENCE/STRATEGY
DESIGN
DESIGN
SEQUENCE/STRATEGY
Issue List
Process Tooling
Suppliers
Facility Engineering and
Contractors
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PROJECT COMMUNICATIONS – EATEN ALIVE
Project
Sponsor
CrossFunctional
Organizations
Senior
Management
Project
Manager
External
Suppliers
Customer/
Client
Program
Manager
Core Team
Members
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The KEY

Project Communication and Control
The communication of project information is essential to managing the work plans
within a project’s work effort and is critical to the interdependent work efforts in
meeting overall program objectives.
•
•
•
•
•
•
•
•
•
•
•
Organizational Communications
Stakeholder’s Requirements
Capitalize On Cultural Differences
Team Building
Work Performance Information
Proactive Problem Early Detection & Resolution (Exceptions & Issues)
Budget Planning
Change Control Process
Successful Close-out
Employee Satisfaction
Organizational Improvement (ISO Requirement), short term and long term
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PROJECT START-UP

Communications – Begin when
Establishing the Project Plan
Project Plan
14
BEFORE YOU BEGIN
BUT WAIT --- BEFORE YOU START
THERE’S MORE!!
CULTURE MAY have an IMPACT.
15
CULTURE, CULTURAL IMPACTS –
THINK ABOUT THIS BACKGROUND
PMI’s PMBOK’s 5th Edition opening introduction identifies the practitioners
associated with PMI “… come from diverse backgrounds and cultures…” and
references to “Culture” begin almost immediately with section 2.1 Organizational
Influences on Project Management.
There are 34 references to “Culture”, starting with section “ 2.1.1 - ... An
organization's culture and style affect how it conducts projects. Cultures and styles
are group phenomena known as cultural norms, which develop over time.
… Organizational culture is shaped by the common experiences of members of the
organization and most organizations have developed unique cultures over time by
practice and common usage.”
It is interesting to note that Harold Kerzner, in his book “Project Management – A
System Approach to Planning, Scheduling, and Controlling, 11th Edition”, mentions
“culture” 159 times, “cultural” 35 times.
In PMI’s PMBOK’s 1996 Edition , there where six (6) references and grew to 13 in
the 3rd Edition, (2004).
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Project Communications Management
There are two references to “culture” in PMI’s PMBOK Project Communications
Management section; one within 10.1 Plan Communications Management and the
other in 10.2 Manage Communications.
10.1.2.2 Communication Technology:
“The methods used to transfer information among project stakeholders may vary
significantly. For example, a project team may use techniques from brief
conversations to extended meetings, or from simple written documents to extensive
materials (e.g., schedules, databases, and websites), which are accessible online
as methods of communication. …
• Project environment. There is a need to determine if the team will meet and
operate on a face-to-face basis or in a virtual environment; whether they will be
located in one or multiple time zones; whether they will use multiple languages for
communication; and finally, whether there are any other project environmental
factors, such as culture, which may affect communications.”
10.2.1.3 Enterprise Environmental Factors
“Described in Section 2.1.5. Specific enterprise environmental factors that can
influence the Manage Communications process include, but are not limited to:
•
Organizational culture and structure,”
17
OPEN THE FLOOR
If Culture has been around a long time, why do you think it took 16 years to grow in
recognition?
How can, with only two (2) references to “Culture” can Communications be
impacted? IS THERE MORE?
Let’s take a BREAK
– 5 MINS to Think about these “?”.
18
Communication Cycle – Can Culture Impact Success or Failure ?
A process, is a process, is a process,
E-mail
Talk
*Social
Media
Meeting
Phone Call
Save e-mail
record
Summarize
conversation
record
Prepare
conversation
record
Reports
Prepare
Meeting
Minutes
Record
Prepare
Reports
INFORMATION
TRANSFER TO
STAKEHOLDERS
PROJECT SUCCESS OR FAILURE ?
INTERNATIONAL CASE EXAMPLES
Cultural Impact #1 -- 1986, while with the DOD, I was assigned to a HUGE project,
“The Re-Organization & Modernization (REMO) for the Turkish Air Force”. My first
overseas assignment – WOW. Before I was to travel, I was given a whole day’s
briefing on the “Do’s & Don’ts a Cultural Overview”.
• Religion, Perceptions and Project Management Maturity
Cultural Impact #2 – 1997, Shanghai General Motors, Shanghai China -Construction Project Manager & Production Consultant -- New construction of
automotive assembly plant’s press shop, body and paint shop, machine and
equipment installation, commissioning and system launch. Project manager and
engineer for the body distribution center. My first exposer to ASIA.
• Political, Social habits & structure, Ethnic, Language, Logic and PMM
Cultural Impact #3 – 2009, Saudi Arabia – Established APC’s joint-partnership
business operations in Riyadh, Kingdom of Saudi Arabia.
• Religion, Radical Beliefs, Social structure, Multi-national, Language and PMM.
Cultural Impact #4 – 2013, Brazil – Multi-cultural Project Team with multi-cultural
management client stakeholders.
• Language, mix of European (Italian), Brazilian, & USA PMM and Organizational
culture.
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THANK YOU KINDLY FOR YOUR TIME
Please complete the attendance form:

Your feedback will help improve the presentation
I leave you with this:
Have Peace on your mind, Love in you Heart and God in your
thoughts.
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