International Project Management: Leadership in Complex Environments

The theory, practice, and example projects of international project management A Singaporean corporation builds a manufacturing facility in Cambodia, with a Chinese partner, a Cambodian government agency, and value chain organizations in Germany, Morocco, Vietnam, and Brazil. A Russian charity operates in the Balkans and the Persian Gulf. Pharmaceuticals and food come from ten different countries, physicians are from the EU and Russia, and donations are from Central Asia and the subcontinent. A transnational organization markets through divisions in eighty-two countries. The products are designed in Italy, Sweden, and France, with customization done in each respective country. International projects involve a complex network of cultures, politics, laws, languages, and resources that goes beyond the traditional training and experience of most project managers. International Project Management examines the different dimensions and responsibilities of international projects, and outlines what a project manager must know to lead global projects successfully. It also provides guidelines and examples for the international project management processes. This book explores the professional best practices of international projects, emphasizing the importance of leadership skills and virtual teamwork to successfully navigate an international project. Along with discussions on the process groups, such as initiating, planning, execution, monitoring and controlling, and closing out, this reference is organized according to these knowledge areas: Introduction to international project management Integration management HR management (Diversity & Communications) Scope management Cost and progress management Risk management Time management Customer satisfaction (Quality) Procurement management CPE in the future Integrating the PMBOK® Guide—Fourth Edition, and the ICB, International Project Management provides international project managers, whether experienced or beginners, with the high cross-cultural intelligence, creative communication skills, ability to establish and maintain dependable project management processes, and compelling curiosity to manage international projects successfully. (PMBOK is a registered mark of the Project Management Institute, Inc.)

Table of Contents:
1 Introduction 1 2 Framework 9 2.1 International Project Manager 9 2.2 Standards 13 2.3 International Environment 15 2.3.1 Globalization 18 2.3.2 Sustainability 21 2.3.3 International Ethics 26 2.3.4 Laws and Regulations 31 2.3.5 Competition and Value Chains 34 2.3.6 Virtual Environment 40 2.3.7 Multiple Cultures 42 2.3.8 Human Resources 44 2.4 International Organizational Structures 48 2.4.1 Collaborative Project Enterprise 50 2.5 Managing Change 54 2.6 Knowledge Management 58 2.7 International Project Structures 61 2.8 Financing 63 2.9 Summary 68 3 Project Basics 71 3.1 Participants 71 3.1.1 International Project Manager 73 3.1.2 Stakeholders 76 3.1.3 Society and Government 80 3.2 Project Life Cycle 81 3.2.1 Selection 83 3.2.2 Initiation and Planning 85 3.2.3 Execution and Control 88 3.2.4 Close-out 93 3.2.5 Warranty and Operations 95 3.3 Contracting Environments 95 3.4 Public-Private Partnerships 98 4 Leading Diversity (Human Relations and Communications) 101 4.1 Cross-Cultural Leadership Intelligence 101 4.1.1 XLQ Model 102 4.1.2 Trust 107 4.1.3 Conflict Management 111 4.1.4 Power 120 4.1.5 Empathy 125 4.1.6 Transformation 128 4.1.7 Communication 131 4.1.8 Culture 146 4.1.9 Virtual Teams 154 5 Integration Management 159 5.1 CPE Structure 159 5.1.1 Partnerships, Joint Ventures, and Alliance Agreements 160 5.2 CPE Project Charter 163 5.2.1 Lead Project Manager 164 5.2.2 Stakeholder Analysis 167 5.2.3 Customer Goals and Objectives 173 5.2.4 Initial Project Budget and Duration 175 5.3 Governance and Ethics 178 5.4 CPE Project Management Plan 180 5.4.1 Disputes 182 5.4.2 Cultural Norms for the Project 184 5.5 Joint Project Planning Meetings 186 6 Scope Management 191 6.1 Developing a Project Scope 191 6.2 Developing a Work Breakdown Structure 197 6.2.1 Step 1: Organizational WBS 197 6.2.2 Step 2: Value Chain WBS 210 6.2.3 Step 3: Partner WBS 213 6.2.4 Step 4: CPE WBS 219 6.3 Scope Change Control 224 7 Cost and Progress Management 231 7.1 Cost and Currency Standards 231 7.2 Project Contingency 232 7.3 Accuracy of EAC 236 7.4 CPE Work Packages 238 7.5 Cost Updating and Change Control 239 7.6 Physical Progress 242 8 Risk Management 249 8.1 Organizational Project Risk Plan 249 8.2 Project Risk Identification and Analysis 256 8.2.1 Organizational Risk Register 259 8.2.2 Partner Risk Register 264 8.2.3 Value Chain Risk Register 266 8.2.4 CPE Risk Register 268 8.3 Project Risk Fund and Monitoring 270 9 Time Management 273 9.1 Some Essentials 273 9.2 Float, Ethics, and Leadership 279 9.3 Developing a CPE Schedule 285 9.3.1 Step 1: Organizational Schedule 285 9.3.2 Step 2: Value Chain Schedule 288 9.3.3 Step 3: Partner Schedule 289 9.3.4 Step 4: CPE Schedule 291 9.3.5 CPE Example 294 9.4 Schedule Updates and Change Control 296 9.4.1 Getting the Project Started 297 9.4.2 Changes in Logic 299 9.4.3 Changes in Performance Calculation 300 9.4.4 Scope Changes 302 10 Quality Management—Customer Satisfaction 305 10.1 What is Quality? 305 10.2 Project Management Quality Standards 310 10.3 Project Management Quality Plan 313 10.3.1 Product Quality Aspects 314 10.3.2 Service Quality Aspects 318 10.3.3 CPE Quality 323 10.4 Monitoring and Control 325 11 Procurement Management 327 11.1 The Basics 327 11.2 Technical Conditions 330 11.3 Legal Conditions 333 11.4 Structures and Strategies 345 11.5 Bidding and Negotiations 348 11.6 Monitoring and Control 351 12 CPEs in the Future 353 12.1 Project, Program, CPE 353 12.2 CPE Structure 358 12.3 Project Management Information System 364 12.4 International Project Management and Business in the Twenty-First Century 367 12.4.1 Visions of Twenty-First-Century Society 368 12.4.2 Business and International Project Management 371 12.5 Conclusion and Grisham’s Laws 373 References 377 Glossary 387 Index 399

About the Author :
THOMAS W. GRISHAM is an adjunct professor at St. Petersburg College and the University of South Florida and an associate professor at the Solbridge International School of Business. He is also the Senior Consultant for the International Institute of Learning and has done extensive work and research on global project management throughout the world.