{"id":23406839,"date":"2023-08-09T15:43:48","date_gmt":"2023-08-09T15:43:48","guid":{"rendered":"https:\/\/www.vendasta.com\/blog\/?p=23406839"},"modified":"2026-09-22T22:15:22","modified_gmt":"2026-09-22T22:15:22","slug":"project-management-strategies-for-global-success","status":"publish","type":"post","link":"https:\/\/www.vendasta.com\/blog\/project-management-strategies-for-global-success\/","title":{"rendered":"629: Project Management Strategies for Global Success | Yasmina Khelifi"},"content":{"rendered":"

In our latest podcast episode, we feature\u00a0Yasmina Khelifi<\/a>, a seasoned French telecom engineer and project manager with over 20 years of experience in international projects. Collaborating with major handset manufacturers, Yasmina facilitated successful mobile device launches in the Middle East and Africa. Holding three Project Management certifications from the\u00a0Project Management Institute<\/a>, she emphasizes the importance of cross-border collaboration alongside technical expertise for project success.<\/p>\n

Yasmina’s commitment extends to volunteering with the Project Management Institute, while her writing contributions appear in the\u00a0Harvard Business Review Ascend<\/a>\u00a0and\u00a0PMWorld Journal<\/a>. As the podcast\u00a0“Global Leaders Talk with Yasmina Khelifi”<\/a>\u00a0host and founder, she interviews project management experts. Proficient in six languages and holding a Master’s Degree in Mobile Telecommunications, Yasmina’s diverse skills enrich her connections in the international project management sphere.<\/p>\n

Transcript<\/h2>\n
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Conquer Local. It’s really a breath of fresh air. Good times. I help leaders go from anxiety to authority under pressure. And then let’s go and get it. It’s an ecosystem. The hardest part here is going to be getting me to shut up on this one. Conquer Local with Vendasta, hosted by Jeff Tomlin. Welcome to the Conquer Local Podcast. Our show features successful sales leaders, marketers, thought leaders, and entrepreneurs who will inspire you with their success stories. Each episode is packed with practical strategies as our guests share their secrets to achieving their dreams. Listen in to learn the highlights of their remarkable accomplishments and get tips to revamp, rework, and reimagine your business.<\/p>\n

Whether you’re a small business owner, a marketer, or aspiring entrepreneur, the Conquer Local Podcast is your ultimate guide to dominating your local market. Tune in now to take your business to the next level. I’m Jeff Tomlin, and on this episode, we’re pleased to welcome Yasmeena Khalifi. Yasmeena is a French telecom engineer and project manager with more than 20 years experience in international projects. She has worked with the main handset manufacturer to launch mobile devices, mainly in the Middle East and Africa. She has three project management certifications from the Project Management Institute. And over her career, she has learned that technical knowledge is not enough to deliver a project.<\/p>\n

You have to learn to collaborate with people across borders. She is also a passionate volunteer at PMI, the Project Management Institute. She writes for Harvard Business Review Ascend and in PMWorld Journal. For PMWorld Journal, she also interviews practitioners and experts in project management. She’s a host and founder of the podcast Global Leaders Talk with Yasmeena Khalifi. And Yasmeena is fluent in six languages and has a master’s degree in mobile telecommunications. Get ready, Conkers, for Yasmeena Khalifi coming up next on this week’s episode of the Conquer Local Podcast.<\/p>\n

Yasmeena Khalifi, welcome to the Conquer Local Podcast. It is a pleasure to have you here this week. Thank you, Jeff, to your team and your listeners. Happy to be there. And you’re coming to us all the way from France. Is that right? Correct. I live near Paris and it’s a pleasure to travel to Canada today. And I have my notes here. You speak six different languages. My goodness, like, so je ne suis pas belong but you speak six languages. Mon Dieu. So, OK. So what languages are we speaking here? OK, so you want to know everything then, Jeff. So my mother tongue is French. You know it by accent. Yes. I have learned German, English at school and after Japanese in college.<\/p>\n

And when I began to work Spanish because it’s a very well spoken language and after Italian for pleasure and at the moment I have been learning Arabic for three years. Thanks for making me feel very unaccomplished.<\/p>\n

I’m I am jealous. I’m I’ve got a little bit of French I can get away with. And I’m I’m slowly forgetting my pig Latin, which is not useful for anything.<\/p>\n

Over here. Well, so on this episode of the Conquer Local Podcast, we are talking to Yes, Mina, who is a pro all things project management. And by the way, I’m going to give a little bit of background about our experience with project management. So before we started Vendasta, we’re working for a company called Point Two Technologies and which built real estate software and initially heavy equipment software. And one of the things that we did is we built, maintained and supported caterpillars used global trading system throughout the world. And now this was at the beginning of the 2000s. And some of the issues that they had in building such a massive international trading system online was internationalization.<\/p>\n

And the organization itself was a massive organization that we had to work with. And when we started Vendasta and we began building our products and decided to sell through channel partners, our initial channel partners were very large organizations like massive media companies and large, large, pure play digital internet companies like the web.coms. And one of the things that really helped us was our grasp of project management and being able to navigate some of the challenges of really big organizations and managing projects with them. So I just give that background and say I have a deep appreciation for the value of project management skills because it helped us position ourselves as a great partner for really large organizations.<\/p>\n

Now, yes, Mina, you have sort of three pillars that you talk about. They’re sort of core to your project management approach. Maybe you speak about those a little bit. Yes, with pleasure. And by the way, Jeff, project management skills, as you said, it is for everyone. And I notice in all that stuff, you have project management skills when I interacted with Suleiman and you were to prepare this interview. He’s a pro. This episode. So, in fact, you know, I deliver projects in international environments. It’s telecom projects in terms of products. And yes, I have three pillars. One is languages and intercultural knowledge which is quite important, as you said, in globalization of the world and of the product, in fact.<\/p>\n

So that’s one part. And talking also different languages helped me to understand new ways of thinking and of behaving. And this is very important when you work with different customers to try to adapt and to understand what they want to have from you, even if they do not tell you directly. So that’s one pillar. The second one, as you said, is project management skills and certifications. And I have to make a confession, you know, I am an accidental project manager because at the beginning of my career, a manager came to see me and said, you know, let’s call him Brian is going to lead his position. And I think you would be a good fit as a project manager. And I didn’t know what to say.<\/p>\n

It happens a lot, you know, in carrying, in life you have to make a big decision and then ask different people. And when you ask different people, you can have opposite feedback. So fortunately, I talked to one friend and he advised me well and accepted and never regretted it. And after I learned on the job in the field by observing and by talking with people and in 2013, it was a turning point when I passed a project management certification because it was a way to be part of a big family, of a big community. And community is very important to learn as you know from that stuff because you have also a big community with the listeners and all the professional sales and marketing experts you have.<\/p>\n

And the third one is also my passion for sharing knowledge. What does it mean? It means lessons learned, experiences I shared by writing, blogs, articles, and you have now there’s so many ways to share knowledge. And at the same time, it is also a way to connect with people. So that’s a three pillars I talked about, language, intercultural, project management skills, and then a passion for sharing knowledge. You know, the one, especially the last one in particular really resonates with me because it’s so key to building trust with the people that you’re working with and the ability to share knowledge and passion. And I’m sure that that comes in handy with almost every single interaction that you have with the project management company that you’re another company that you’re working with on a particular project.<\/p>\n

Yes, that’s correct. What you say is very important, Jeff, is how to be trust. And at the end of the day, when we write projects, when we sell products, the most important thing is to be trust and how you build relationships and long lasting relationships with people. And what I usually do is, what is important, I think, what I observe is to be honest with what you can do, what you can deliver, what you commit to. Sometimes, well, I am an engineer from background and you know, I have to say that sometimes when I work with, over, how can I say, we, yes, I work sometimes with real estate adjusts on a personal side. And sometimes, you know, they tell you, yes, I’m going to send you this, I’m going to do this, but at the end it’s not done.<\/p>\n

You know, that’s what I call over commit. And this one can damage the trust. So I think it’s important to be honest and to do what you say. If you say you are going to provide more information, it’s also important. And the last point is to accept, you don’t know everything. When you say, I don’t know, I have to check. And it’s perfectly acceptable nowadays. You know, a lot of people hear that as they think about it as an organization expanding internationally, they hear that they have to do things different in different countries and different cultures. But it’s hard to understand, you know, the changes and the ways that you have to adapt until you actually do it, because it’s surprising the differences in cultures.<\/p>\n

Maybe talk a little bit about, you know, one of your experiences working with another organization where you had to work with stakeholders in an organization with different cultures and sort of how you navigate that. And that’s a great question, Jeff. I contributed to different projects, but I can give you one example. The first time I launched a mobile device by a Chinese manufacturer in Middle East and African countries. So how does it work? I worked with a Chinese, new Chinese manufacturer for the enterprise. So with my manager, we had the first face-to-face meeting. That’s true nowadays. We can make a lot of things online. But meeting for the first time is still important face-to-face from time to time.<\/p>\n

And that was what we did because they didn’t know our organization. We didn’t know their organization. So we made it in China where we can have first relationship and explain how we worked. So I think it facilitated a lot after when we had online meetings with them. So that was a manufacturer. After, we had, in the group, we have different countries. We have 15 countries, Spanish, no, sorry, French speaking countries and also in this speaking country and also one of these countries. But most of the time we use English, of course. And then we have laboratories to test the product. And some were in Romania, in the UK, in China. And the technical team I worked with I was a project manager, was in the UK.<\/p>\n

So how does it work in that case? I usually use, that is what I did. I used a document where I write everything because as you can understand, we had different accents in English and it can be a source of misunderstanding because most of us were not native English speaker. So that is what I do. And I had a project status regularly and after had different course to follow, to really explain, to help to guide the customers in the countries, in the product and how to use the product. So that was how it worked. So we had, I would say the common basis was project management skills and technical knowledge. But as you said, sometimes we had misunderstanding and some confrontations and how do you solve that by talking, in fact?<\/p>\n

So text time, that is a conclusion in this kind of project. And that’s an incredible amount, or an incredible diversity in that project. Like you’ve got people from all over. What, you know, one of the areas that’s coming up a lot, you know, with people that we’re working with is Africa and the Middle East. There’s a lot of opportunity there and a lot of growth happening. Are there specific strategies that you have for working with companies and organizations there, especially maybe ones that really contribute to business development? Okay, so I would like to answer in two steps. I work in a big corporation, in a big organization. So it’s different if you are a small business owner and you want to develop the business with Africa, I would say.<\/p>\n

What is important is to know the ecosystem, to know the regulations. And it’s also, I think, from what I’ve said, it’s quite human relationships are quite important. You know, sometimes we say in the intercultural thing, we have task oriented and relationship oriented. So Middle East and Africa, they are relationship oriented and not task oriented. So it’s important to build the relationship first. And also in my case, when I worked with them, in terms of leadership skills, you have to, yes, you have to use empathy. So I know the word is used all the time, but what does it mean? For me, the way I implemented it is to understand the constraints they may have. For instance, internet connection, internet bandwidth, electricity.<\/p>\n

No once, I worked with colleagues in South Africa or DRC in Congo. And one of the colleagues told me, well, I have to send you the email when the electricity is back. And this is a kind of fix you cannot really anticipate. So it’s important to have a relationship in the countries to try to be aware of these kinds of constraints. The other part is also time perception. For example, we have a meeting in one hour. Okay, let’s say it’s 10 o’clock, it’s 10.30 in Canada. You come at 10.30, but perhaps some of the other stakeholders will come at 10.35, sorry, 10.45 or will not come.<\/p>\n

So it happens sometimes, also it happened to me and it happened with my British colleagues. And once they say, they say, yes, you know, people do not respect me because they do not come, I organize a meeting. But when you talk with the stakeholders with my colleagues in Africa, it’s not because they don’t respect you, you have scarce resources. You have one person who manage everything, who have competitive meetings and couldn’t come to the meetings. Or you had overconstruct, as I said, about internet connection, international code at that time, I would say. So empathy is very important. And it’s not so easy because it’s quite indirect communication. So people are not going to tell you, you know, today I have a big issue, it’s what.<\/p>\n

I remember I talked, I’m quite, I have a lot of energy in the morning. So I remember one morning I called a colleague in Senegal and I said, yes, you know, you have this product to test together, what do you think of these things, the requirements, the specification. I talked a lot. And at the end, it told me, you know, I have many things to do, in fact, today. And I was a bit ashamed because I didn’t take, I was quite tense going on today. I didn’t take any time to inquire if it has so many things to do. So it’s kind of relationship that takes time to build. But I think it is worth, because as you say, it’s quite growth and there are many ideas and many innovation, in fact, by different actors there.<\/p>\n

Yeah, so that’s a great example of how, you know, a relatively small thing can create, you know, a pretty big disconnect in the expectations, you know, right off the bat. And so maybe talk a little bit about, you know, some of the strategies and how, what you do to bridge the gaps, you know, in the cultural differences, to, you know, actually manage expectations and bring people together and get them all on the same page.<\/p>\n

Yes, that’s a good question also. So this one I will give you another example from Beat Carrier, when I worked for the first time with Chinese colleagues. So I did not speak Chinese. I have, at that time, I didn’t go to China. I did not know the culture and I had no Chinese friends. So first I arrived with quite, I was not confident when I arrived with this first interaction and the project with them and what did we need to develop an application to be embedded in devices. And when I interacted with them, I required things to be developed. But when the product arrived, it was not about issues, mistakes. And I did not understand. So what I did at that time, I increased the number of course of exchanges.<\/p>\n

I said that was a solution probably. I increased emails sending, but it still didn’t work. So then I thought, what shall I do? Because China, from what I’ve heard, it’s quite indirect communication. So if I asked them directly, probably will not appreciate my question. Shall I go for escalation, which I don’t like? So I asked one more, asked people, and one more, once more, I got opposite feedback. So I thought that was the issue. I don’t know how to manage the situation exactly. And then what I said, I just decided it because project management skills and certifications and I said it need to first talk directly to people. So that is what I did. I organized a call and I said from the outset, you know, I’m sorry, but it doesn’t seem to work because ask, require things.<\/p>\n

And when I have the product, it’s not implemented as I required. And I think I explained well. So we need to discuss together and it will be a discussion between us. I will send it, but it will stay between us because we need to collaborate and we need to be successful in the delivery of the product. So we spoke honestly and they also spoke honestly and they just explained to me, they will need to send me different solutions. So if I want solution to free et cetera with screenshots and then I can check also with the marketing owners because specification that you know can be interpreted in different ways and also when you are not co-located, it is harder also to get this kind of conversation because it’s remote.<\/p>\n

Yes, we don’t have common screen at that time, et cetera. And since this conversation, we restored trust because I did what I said it was the minutes, the meeting minutes were between us. I didn’t send to my manager, I didn’t send to their managers and after it worked not better and I’m still in contact with some of them still nowadays after many years.<\/p>\n

I’m gonna shift gears a little bit, yes, Mina and talk a little bit about what we can offer people to help specifically with project management skills because regardless of whether you’re working with internal teams and you want to improve your project management abilities internally in your company or you’re working with people externally, it is such an important muscle to build in your organization, especially as you’re scaling. And I’m gonna look at my notes here to make sure I’ve got this right because I wanna go through some of the certifications that you have. You have a PMP, a PMI ACP, you have a PMI PBA.<\/p>\n

My goodness, the only thing you don’t have is a PBR for an EDO. That’s a North American beer joke, I’m sorry. Everyone, I’ll be here all week, don’t worry. Try the veal.<\/p>\n

That’s a lot of certifications. So talk a little bit about how they’ve helped you with your organization or with your skill sets and throughout your career and maybe just to provide a few recommendations on maybe some things that people can do to help build that project management muscle inside of their organization. Yes, sure, with pleasure. So first, let’s talk about certifications. First, Jeff, you have to know that I love certifications because I also have language in certifications whereas it is not required at all. So that’s the first point. Second point, when I passed the certification, I didn’t have the aim of having a big promotion of a pay rise. That’s what I want to say.<\/p>\n

It was to learn to be part of a community, to confront what I did and what was written in theory. So if your listeners perhaps think, okay, I have all the certifications, she got a big promotion. She got a big pay rise. That’s not the case because also a lot of defaults and I have to say, it’s, unfortunately, I’m sure your listeners, I do not have this default. I have difficulties to monetize things in terms of certification or what I do. So what I gain from certification at any rate is credibility because I’m recognized in the organization where I work as a project manager, a competent project manager in international projects and I gain personality more confidence because sometimes I do not feel so self-confidence in different feelings, not only in my abilities.<\/p>\n

So that is what I gain and what is very important is I’m part of a big community, in fact, of a family. And you have also a community at Vendasta and I really encourage your listeners to contribute. They have to contribute, to engage, to share because I discover quite late in my career the power of community. And this project management community I’m part of and by the way, if you both have the certification you can still be part of this community, with a membership, but for me, it really brought me a lot in terms of exchanges, learning and connecting and networking with people. By the way, you mentioned at the beginning of our talk that you’re an accidental project manager and the thing that I wanted to say to that is a lot of the skills that I built throughout my career I’d consider the same sort of thing, I’ve accidentally backed into them but I think that that’s more commonly the case with people, we build these different skills out of need and oftentimes people don’t have a master plan they’ve figured it all out right at the beginning of their career and this is the direction that they go.<\/p>\n

And so I think that it’s important to say that it’s a common path for people sort of back into these and then build a set of skills over a course of a career.<\/p>\n

Yes, Mina, are there some other takeaways that you have for the audience? Yes, yes, but before going there, I’d like just to comment because I think if your listeners want to upskill their project management skills, I think what can be commanded, there are different courses and I don’t know if I can say, but if you have different online platforms when you can find project management courses, they do not need to pass a certification that’s what I want to say because you have already some online courses short or long depending and they can also what is good or some what I do, I am also a volunteer in project management communities and some in Canada, there are a lot of chapter different from the organization in project management communities and they organize events, webinars if you are a member of the community.<\/p>\n

So it can be also a way to approach project management and you have also good books written I can give two names, two famous people in project management, Antonio Nieto Rodriguez and Ricardo Vargas, two famous people and now they are brought by the way an article in Harvard Business Review about artificial intelligence and project management. So they are quite new. So you have also their books and they are linked in lesson courses. Now always important to learn from the best don’t try to reinvent the wheel and so that’s a great takeaway. So a couple other takeaways for the audience here you’ve got your own newsletter and talk a little bit about the LinkedIn toolbox we’ve got some, you’ve got some takeaways for the audience here, talk about that a bit.<\/p>\n

Yes, yes, sure. Yes, sure Jeff. So for your audience or great listeners they can subscribe to my LinkedIn newsletter the leader’s toolbox, sorry. I also have a website, my website newsletter and I have a podcast that’s not on this podcast at all but it’s a podcast I do this by myself and I do by myself because of my project management skills because I do not have any knowledge in podcasting. So this kind of takeaways, yes.<\/p>\n

Yes, it has been an absolute pleasure having you on the show this week.<\/p>\n

People wanna reach out to you and continue the conversation a little bit. How can they get in touch with you? It would be a big pleasure if they connect with me on LinkedIn because I am a big LinkedIn fan. So I’m just looking forward to getting connections and questions and going on the conversation. Thank you very much. Well, thank you very much for joining us. I bid you an amazing summer and thank you again for joining us and I hope we do this again. Thank you very much, Jeff and thank you to your listeners and community.<\/p>\n

It was a real pleasure speaking to Yasmeena, a really accomplished project manager. She highlighted three key pillars for achieving success in her field. She emphasized the significance of building trust and strong relationships and stressed the value of honesty, delivering on commitments and being transparent about limitations. Face-to-face interactions were particularly important in establishing connections and understanding as demonstrated by her experience in launching mobile telecommunication ventures across multiple countries. Building trust and fostering successful partnerships also require an understanding of intercultural communication, adapting communication styles and valuing human relationships.<\/p>\n

Continuous learning and community engagement were also crucial elements in project management. Yasmeena encouraged a passion for knowledge sharing and ongoing learning. And while she acknowledged the value of certifications for theoretical knowledge and credibility, she emphasized that community involvement extended beyond certification. Yasmeena recommended engaging in online platforms, participating in project management communities, volunteering for webinars and events and seeking insights from renowned experts through books and articles, including those available in the Harvard Business Review. All in all, continuous learning and active community engagement are essential for professional growth and expanding project management skills.<\/p>\n

If you’ve enjoyed Yasmeena’s episode discussing project management strategies for global success, keep the conversation going and revisit some of the older episodes from the archives. Episode 601, making your systemization look like a million bucks with David Jennings or episode 536, managing a hybrid team with Hassan Osman. Until next time, I’m Jeff Tomlin. Get out there and be awesome. You’ve been listening to the Conquer Local Podcast presented by Vandasta. Tune in next week for a new episode. Guest Discovery and produced by Suleyman Adam. Marketing by Rory Lawford, Nicole Lozon and Suleyman Adam. Executive producers, Brendan King, Jeff Tomlin and Suleyman Adam.<\/p>\n

Recorded at Vandasta headquarters on the Canadian Prairies.<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

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