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Project Management Across Cultures (F08)


Purpose:

Unlock the secrets to harmonizing Japanese and global project cultures. Our course is specifically tailored to bridge cultural differences in the IT, life science, and engineering sectors. By the end, you'll be better equipped to achieve shared goals by harnessing diverse strengths, improving teamwork, planning, and communication.





Who Should Attend?

  • Professionals facing challenges in Japanese-global project collaborations.

  • Those seeking a deeper understanding of Japanese business culture.

  • Managers and leaders aiming for smoother project executions and enhanced team motivation.


What You'll Learn:

  1. Discover the nuanced cultural differences between Japanese and global project teams.

  2. Master best practices for efficient project execution with scope flexibility, particularly with Japanese stakeholders.

  3. Engage in real-time roleplays focusing on IT, life science, and engineering scenarios to test and refine your skills.

  4. Delve into global best practices, risk management, business relationship building, and creating a culture of accountability.

  5. Understand the contrasting business leadership and communication styles of Japan and the globe, finding the perfect blend to propel success.



Language Requirements

This program is delivered bilingually in both Japanese and English to accommodate a diverse range of participants.


How to join

  • You can join this and over 30 other bilingual intercultural programs to develop your global leadership skills for just 5000 yen per month. Click the buttons below to start with a free coaching session and a one-month free trial.



 

Program Details and Webinar Schedule


Webinar 1: Understanding and bridging cultural gaps between Japan and global project teams

  • Understanding cultural differences between Japanese (PDCA flexible process focus, and flexible stakeholders allowing scope changes) and global teams (Waterfall / Agile Scrum: fixed goal focus, fixed roles and resisting scope change within sprints)

  • Secrets of Success for Leading Projects in Japanese Companies

Webinar 2: Tools and Techniques for Managing Diverse Global Projects :

  • Learn best practices for agreeing on a project size and developing a plan to efficiently reach your goals, whilst flexibly allowing for scope change requests from Japan side.

  • Analyze J-Global's data on most common issues in (purpose and goals setup, team-building, feedback, deadlines and milestones, reporting/monitoring, service level gaps, role changes, scope changes, project completion and sharing learnings, recognition)

  • Apply learnings to issues in participants' real projects.

Webinar 3: Roleplay case studies, and fixing issues in real project situations

  • Apply our learnings: Roleplay setting up and managing new programs in teams for A) IT B) Life science, C) engineering scenarios. Analyze our performance

  • Discuss related solutions for our real situations


Background:

The problem is that Japanese and global styles are different, but this is not understood by each side. For example, Japanese may allow scope changes, causing rework, or make complex requests without explaining vision and reasons, causing confusion.


Benefit:

  • Share plans, processes and milestones that match stakeholders’ needs and motivate teams to succeed.

  • Understand the differences in working and planning style between typical Japanese and global project management, and learn skills and tools to achieve smoother global teamwork, with higher stakeholder satisfaction and better business results.

  • Know global best practices for agreeing on the scope of projects, creating plans, managing risks and business relationships, and creating accountability for hitting targets.

  • Understand the differences between Japanese and global business leadership and communication, and create the best mix to improve relationships with project members and stakeholders to achieve more win-win growth and success together.

  • Enjoy faster and higher quality project work, with less wasted re-work and more satisfied partners and end-users due to clearer shared planning and communication.


Workshop Methodology:

  • Compare the working and planning style of global project management, compared to Japanese project management.

  • Discuss typical issues that happen in the ‘gaps’ between the two styles, due to misunderstandings because of different working and communication styles. Japanese projects can often be organically planned – over a long time period - based on flexible teamwork and allowing stakeholders/customers to adapt to the scope ongoing. Global projects involve specialists engaging all stakeholders, fixing scope early, moving from macro to micro, and using clear shared tools for fast execution)


Dates (Zoom webinars, Japan time)


Group 10: Afternoons (Instructor: Jon Lynch & Colleagues)

  • Webinar 3: Mar 31 Fri 15:00 - 16:00

Group 11: Evenings (Instructor: Jon Lynch & Colleagues)

  • Webinar 3: Apr 31 Thu 19:00 - 20:00

Group 12: Afternoons (Instructor: Jon Lynch & Colleagues)

  • Webinar 2: Feb 21 Wed 15:00 - 16:00


  • Webinar 3: Apr 16 Tue 16:00 - 17:00

Group 13: Evenings (Instructor: Jon Lynch & Colleagues)

  • Webinar 2: Feb 22 Tue 21:30 - 22:30


  • Webinar 3: Mar 19 Tue 16:00 - 17:00

Group 14: Evenings (Instructor: Jon Lynch & Colleagues)

  • Webinar 1: Mar 19 Tue 19:00 - 20:00

  • Webinar 2: Apr 16 Tue 19:00 - 20:00

  • Webinar 3: May 21 Tue 19:00 - 20:00

Group 15: Afternoons (Instructor: Jon Lynch & Colleagues)

  • Webinar 1: May 21 Tue 16:00 - 17:00




Participants' comments:

  • "We had so many conflicts working with Chinese, Indian, and American vendors, which were based on differences about finishing on time, keeping within budget, and responding to change requests. Many issues can be avoided if we set our mission and vision together at first, and do clearer planning." - Internal IT Manager, Communications Company


  • "I got many fresh ideas for working smarter with our global subsidiaries to do change management and PMI. I thought they were resisting change, but now I think they just didn’t understand what we wanted to achieve together." - Business Development Manager, Machine Parts Manufacturer


  • "I was very satisfied, with the clear explanations about culture gaps and I was able to see effective countermeasures. I could find actions that I can use right away." - Design Manager, Heavy Industry Company





 















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