From the course: Best Practices for Managing Global Projects
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Setting commitment as an expectation
From the course: Best Practices for Managing Global Projects
Setting commitment as an expectation
- In global settings, people may have different understandings of what a commitment is or what they're committing to, which then causes things to not get done according to an expectation. It's not strange to hear someone say, "Yes, I agree to it," which doesn't really mean they've understood what they've committed to. Here's an agreement model I've used with international project teams that has improved how commitments are kept by removing ambiguity. This model is based on a list of questions: What, who, when, why, what if, and what's next? Each question is meant to fully clarify a specific detail of a commitment. What is the task being requested? For example, use the specifications of the device being developed to build a set of four prototypes. Who has to do it and with support of whom? You are responsible, with the assistance of the chief engineer, on this project. When or by when? The prototypes must be finished by Wednesday, August 7th. Why? We have promised these prototypes to…
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