In the interview below (conducted on the occasion of the 1500^th membership in our LinkedIn group), Grzegorz Albinowski talks about his experience as a global project manager, and how innovative forms of project structures can influence the success of global programs.

What was the most complex situation you lived on a global project, and how did you survive?
Working on a transition project to deliver a new and better IT organisation in a multinational corporation, where it was quite a challenge to convince IT managers and employees in 30 European countries to do some project work at scheduled time while using standardised processes and procedures. The schedule was to migrate 25% of the server park with their databases and applications each month to complete the main phase of the project in four months. It was quite difficult to make everybody happy with the schedule. The solution was to assign an "account manager" to each big country or a cluster of smaller countries. Their role was to communicate project aims and tasks, gather feedback, be the first point of contact and work as a project PR officer. The project was a huge success.

What do you enjoy about working on global projects?
Meeting new people from all different cultures, religions and backgrounds, and the names come across in a different context. One funny story on this was that we had two excellent Unix experts called "Jesus", as their first name, based in Mexico. One day the online conversation was something like:

Greg: Hi Jesus, I need your help - and the instant reply was ...

Jesus: Anything for you Greg, just ask away!

We can also learn interesting things about cultures and public holidays. As one example from the opposite hemisphere: Chinese New Year (late January / early February) is also a public holiday in Singapore. And if it happens on a Sunday, they extend the day off on Monday.

What are the main challenges you face on your day-to-day project management, particular to Global Projects?
A simple task may be very dificult in a different culture, while a difficult one may become very easy. Time and and resource planning is endangered. Try to communicate and excercise the Chinese proverb: if you ask a question you maybe ashamed once, if you don't ask you will be ashamed your whole life. 

How do you believe the Global Project Management Framework can help global project managers? What would you recommend to improve the framework in its next version?
The framework of the 25 knowledge areas provides an excellent checklist tool to ask and answer the crucial question we all face in our work: What else can I do to improve the governance of my global project?

What word of advice would you give to other global project managers?
The top issue in all global projects is to establish a "One Team" feeling with the "Can Do" attitude among the team members and stakeholders. Start by delivering something and they will pay you back twice in their daily contribution and devotion. We can do it .
 

In case you already read the book "Global Project Management : Communication, Collaboration and Management Across Borders", what is your opinion?
I am ordering a copy right now!
 

Grzegorz Albinowski is an IT Governance Coordinator and Project Manager, with a mission to implement, monitor and control best practices in IT service, project and programme management (ITIL 2 & 3, Cobit 4.1, Val-IT, IT Value Chain, Six Sigma, PMI PMBOK, PRINCE2, MSP), increase effectiveness of IT investments by aligning them with corporate strategy to improve company’s competitive position. See his profile on LinkedIn and invite him to join your network.