Learning Objectives
| LO1 | Estimate project parameters, including the required resources and constraints, to achieve project objectives. |
| LO2 | Critically evaluate, select and apply practical methods to enhance personal and team communication, motivation and performance. |
| LO3 | Appraise relevant theories and models in real-life situations faced by project managers. |
| LO4 | Develop leadership and teamwork skills through reflection. |
Portfolio Part 2: Reflective Essay
Contribution to Final Module Mark: 70%
Description of Assessment Task and Purpose:
You are required to submit a 2,500-word essay reflecting on your experience of working as part of a global project team on this module.
The purpose of this assessment is to assess your ability to estimate project parameters (including the required resources and constraints) to achieve project objectives, and to consider relevant theories and literature within the context of a real-life project.
The key question you must address in your essay is:
- What did you learn about managing global projects from this experience?
Your essay should include consideration of how you managed your project to achieve its objectives, and your reflections (or lessons) for how to function more effectively (as a team and individually) in the future as a result of your experience on the project.
Your reflection will be underpinned by the project proposal produced by your team in response to the brief provided. The project proposal and all meeting minutes should be submitted as appendices to your portfolio and be referred to as evidence to support your discussion in your reflective essay. It is therefore important that you make effective use of MS Teams as instructed to ensure all team members have access to team documents.
The word count includes everything in the main body of the text (including headings, tables, citations, quotes etc). It does not include your reference list or appendices. The word count for your reflective essay should be clearly stated.
Welcome to Week 1 of Global Project Teams!
On this module, alongside the reading, lectures and discussion activities, you will be working as part of a small virtual team (8-10 students) to complete a team project. The team project will allow you to experience first-hand the challenges related to dispersed working and technology-mediated communication, and to develop practical strategies for effective dispersed collaboration. You will then write about what you have learned from this experience as part of your portfolio assessment.
We start this week by exploring what is meant by a global project and considering the challenges faced by global programme and project teams. In the first group discussion of the module, you will introduce yourself to the other members of your team and share an example of a recent project which includes people from different organisations working in various geographical locations (this could be a project you have been involved in yourself or one you have read about). You will also schedule and hold your first team meeting of the module.
As you work through this week’s content, consider the following:
- How are global projects different to local projects?
- What experience have you had previously leading or working as part of a global project team?
- Would any of your current or future projects benefit from having a global team?
Week 1 Summary
This week, you have learned what is meant by a global project and discussed the challenges faced by global programme and project teams. You have evidenced your understanding of the necessary concepts through participating in the discussion activity which required you to evaluate the complexity of a recent project.
You should also have conducted your first meeting as a newly-formed project team and started to plan how you will address the Team Project Brief.
Join me next week as we further explore the features and challenges of dispersed collaboration, and you experiment with practical ways of enhancing the effectiveness of virtual meetings.
2.0 Week 2 Overview
Weekly Introduction
Advances in computing and telecommunications mean that it is now possible for project teams to collaborate at a distance, with members working from different places and at different times, using technology to mediate their communication.
This week, we will be exploring the core features of dispersed working and some of the challenges related to this kind of work and technology-mediated communication. We will also consider how to conduct effective virtual meetings and you will have the opportunity to apply your learning as you hold your second team meeting about your project.
As you work through this week’s content, consider the following:
- What experience have you already had with dispersed working? If you have not experienced dispersion at work, think about your experience of being an online learner on this programme.
- What has gone well?
- What have you learnt that you can apply on the team project on this module?
- What have you found harder about dispersed working?
- What would you like to change in the future?
- What factors would you take into account when developing a strategy for managing remote employees?
Week 2 Learning Outcomes (WO)
At the end of this week, you should be able to:
- Describe the core features of dispersed working (MO 3)
- Discuss some of the challenges related to dispersed working and technology-mediated communication using relevant theories and literature (MO 1, 3)
- Plan and experiment with new approaches to conducting effective virtual meetings (MO 2)
Week 2 Summary
This week, you have learned what is meant by dispersed collaboration and explored the advantages and challenges presented by working in this way. Through this week’s discussion, you have engaged with academic research in this area and considered the implications for your own team project on this module.
You should also have put into practice some of what you learned this week about conducting effective virtual meetings as you planned and conducted your second team meeting about your project. Don’t forget to keep comprehensive minutes of your meetings to include as appendices to your final portfolio assessment.
3.0: Week 3 Overview
Weekly Introduction
Effective communication is one of the most important skills for any project manager. When leading or working as part of a global project team, it is important to adapt your communication style to the different types of technologies available in order to avoid generating misunderstandings and conflicts.
This week, we will be extending our discussion of Cramton’s research into dispersed project teams by considering how the communication technologies used by the teams affected the mutual knowledge problem.
Through your reading, you will learn how the implementation of basic norms and practices can improve the efficiency of communication when working remotely. You will also have the opportunity to develop skills in evaluating and selecting appropriate technologies to support your project team on this module.
As you work through this week’s content, consider the following:
- In what ways can online communication shape the structure and development of interpersonal relationships?
- To what extent do you agree that our continued reliance on technology-mediated communication will lead to a weakening of interpersonal communication skills?
- What are the advantages and disadvantages of using communication or collaboration technologies for intercultural communication?
Week 3 Learning Outcomes (WO)
At the end of this week, you should be able to:
- Describe the key components of the communication process (MO 2)
- Critically analyse the differences between communication technologies (MO 3)
- Select appropriate communication and collaboration technologies for different tasks needed to complete a team project (MO 2)
Week 3 Summary
This week, we explored the communication process, and considered how communication and collaboration technologies can be used to support teamwork. Through continued discussion of Cramton’s research, you were able to identify how communication technologies can contribute to attribution errors in project teams, and made recommendations for establishing and maintaining mutual knowledge in your own dispersed project team.
This week’s reading from Levi (2016) and Binder (2007) provided practical advice on how to evaluate and select appropriate technologies for team projects. You have the opportunity to apply this learning as you work as part of a global project team on this module.
Week 4 Overview
Weekly Introduction
Culture influences the way that people feel, think, speak, listen and behave, and, in many cross-cultural situations, cultural differences between people lead to misunderstandings and conflict. This week, we will be exploring approaches and strategies for international managers dealing with different cultures which can be useful to global project managers.
Don’t forget also to submit a 500-word reflection on your learning so far by Sunday this week to receive formative feedback which you can use to improve your final submission. Please see Week 4 Mid-Point Formative Assessment for more information.
As you work through this week’s content, consider the following:
- How do differences in country culture affect teamwork?
- How do you explain the differences among communication styles of team members?
- What strategies can global project teams use to manage cultural differences?
Week 4 Learning Outcomes (WO)
At the end of this week, you should be able to:
- Explain how cultural differences affect the behaviour and performance of individuals and teams (MO 3)
- Analyse the cultural dimensions on your project team (MO 3)
- Develop effective processes for checking assumptions and cultural sensitivities and for solving intercultural misunderstandings (MO 2)
Week 4 Summary
This week, we explored how cultural dimensions developed by Geert Hofstede and Fons Trompenaars can be used to understand the behaviour of different team members on a global project. We also considered why the difference between high-context and low-context cultures can explain many cross-cultural communication problems that teams face when they bring together people from different cultures. Finally, you demonstrated your ability to develop effective processes for understanding and managing cultural differences through this week’s case study discussion.
4.5.1: Discussion – Case Study: Charles Foster Sends an Email (Part 1)
Week 5 Overview
Weekly Introduction
As we saw last week, being able to manage across culture is imperative to successful global project management. The key to success in an intercultural context is developing a global mindset, a way of thinking which allows you to understand cultural differences and their impact on behaviour, and to take that knowledge into consideration when interacting with or leading others.
This week, we will be focusing on how you can cultivate your own global mindset and encourage it in your organisation.
As you work through this week’s content, consider the following:
- How would you assess your current level of competence in addressing cultural issues and challenges?
- What are your strengths, and what do you want to develop further?
- Think of people you know with strong skills and competencies in working with other cultures.
- What can you learn from these people to help your own leadership?
- How could you build a mentoring relationship with them?
- Experiential development is the most effective way of developing a global mindset.
- What opportunities for experiential development can you build into your own career, even if your organisation does not offer international assignments?
Week 5 Learning Outcomes (WO)
At the end of this week, you should be able to:
- Explain Hall’s iceberg analogy of culture (MO 3)
- Define the concept of global mindset (MO 3)
- Assess the extent to which you and your organisation have a global mindset (MO 4)
Week 5 Summary
This week built on your learning from the previous week by considering the actions you can take to develop your global leadership skills and mindset. Through extended discussion of the case of Charles Foster, you were able to show how having a global mindset can help effectively manage cultural issues and challenges.
The learning activities from this week have involved quite a bit of self-analysis and reflection. Be sure to record your thoughts and observations in your reflective log so that you can refer back to them when writing up your final portfolio assessment.
5.5.1: Discussion – Case Study: Charles Foster Sends an Email (Part 2
Week 6 Overview
Weekly Introduction
This week, we will be focusing on the role of the leader in global project teams.
The required reading has been chosen to introduce you to some of the challenges presented by virtual teams for effective team development and performance management. You are encouraged to apply the practical strategies for improving levels of trust and engagement on your own teams as part of this module, and reflect on this in your final assessment.
Over the next two weeks, you will take part in a group discussion about a team leader who has to make a big decision about the future of her global team. This discussion is assessed and you will include your contributions from this week and next week’s discussion as part of your final assignment. Please see 0.4 Summary of Assessment and Assessment Tasks for further information.
As you work through this week’s content, consider the following:
- Think of one of the most satisfactory and successful local projects you worked on as a team member. What are the main characteristics that define the leadership style of the project manager?
- Think about one of the most satisfactory and successful global projects you worked on as a team member. What are the main characteristics that define the leadership style of the project manager?
- Based on your answers to the first two questions, are there any differences between a good leader for local and global projects?
Week 6 Learning Outcomes (WO)
At the end of this week, you should be able to:
- Discuss some of the challenges presented by virtual teams for effective team development and performance management (MO 1)
- Evaluate and suggest ways of improving levels of trust in global projects (MO 2)
- Recommend strategies to increase the commitment and motivation of team members located around the globe (MO 3)
Week 6 Summary
This week, we explored some of the challenges presented by virtual teams for effective leadership, and considered strategies for improving levels of trust and engagement in global project teams. As is the case every week, you are encouraged to reflect on how you may apply what you have learned to improve the effectiveness of future global project teams.
Case Study: Leo Burnett Company Ltd. (Part 1)
Week 7 Overview
Weekly Introduction
Welcome to the final week of Global Project Teams!
This week, we are considering the different ways global projects can be structured. The reading outlines the main challenges and benefits of each structure and provides recommendations for project managers working within them.
We are extending our discussion of the case of The Leo Burnett Company Ltd. by considering whether virtual team leader, Janet Carmichael, should decentralise the team or maintain centralised control.
There are deliberately fewer activities for you to complete this week as it is expected that you will be focusing on finalising your team project and taking part in the final assessed discussion of the module. As always, additional resources and activities are provided should you have time and wish to further expand your learning on this topic.
As you work through this week’s content, consider the following:
- How important is the type of project structure to the success of a project? Should the structures adapt to the location of resources, or the other way round?
- In your previous global projects, were team members grouped by their functional activity or according to the project task or phase? Did they report to a local project coordinator who helped the project manager to organise local activities? How many organisations were involved in the project execution stage?
- What were the main challenges for each type of project structure? How did the project managers respond to these challenges?
Week 7 Learning Outcomes (WO)
At the end of this week, you should be able to:
- Distinguish between centralised and distributed project structures, and between local and functional coordination (MO 3)
- Explain the main challenges and benefits of different types of structure to global projects (MO 1)
- Select the appropriate structure for international projects, considering a variety of factors including project size, complexity and maturity level of the organisation on global project management (MO 2)
Week 7 Summary
In the final week of the module, we considered different types of project structures. The discussion activity required you to select and justify your choice of structure for Janet Carmichael’s team, considering a variety of factors including project size, complexity and maturity level of the organisation on global project management.
You also concluded your team project by producing your final deliverable: a project plan developed by your team for how the Programme Team could develop a greater sense of community for students studying online programmes at the University of Lincoln. This project has given you the opportunity to apply and evaluate different practical methods for enhancing global project team effectiveness, whilst at the same time developing your leadership and teamwork skills. Your project plan will be shared with your Programme Leader, Tracey White, so you may just see your plans become reality in the future!
For some of you, this may have been your first experience of working as part of a global project team, whereas others may already have some experience of working with teams which are dispersed across space and time. Regardless of your prior level of experience, I am immensely looking forward to reading about what you are taking away from this experience in your reflections.
