Professional Documents
Culture Documents
DISPARATING INTERNATION
PROJECT TEAMS IN SUCCESSFUL
PROJECTS
TEAM MEMBERS
CONTENTS
I.
Introduction
II.
III.
IV.
Conclusion
V.
References
VI.
Q&A
INTRODUCTION
Globalization & Modernization
The need for using cross-functional and
multicultural teams on global projects
INTRODUCTION (cont.)
INTRODUCTION (cont.)
Investigating DIPT management methods in terms of 5
aspects:
Planning
Human
Communication
Technology
Risk management
Based on both project managers and team
members perspective
DIPT MANAGEMENT
METHODS
I. PLANNING ASPECT
DIPT MANAGEMENT
METHODS
Planning aspects
in Multilateral
Projects
DIPT MANAGEMENT
METHODS
II. HUMAN ASPECT
1. Identify and select team members
DIPT MANAGEMENT
METHODS
Conventional wisdom:
-
DIPT MANAGEMENT
METHODS
2. Define team purpose
Especially crucial for multi-country teams to unit
around a common purpose
Use Team Charter to ensure workers :
- focus on the right thing from the start
- get back on track in case of conflicts
(Midgie, 2015)
DIPT MANAGEMENT
METHODS
DIPT MANAGEMENT
METHODS
Team charter often use SMART framework to
set goals and objectives
DIPT MANAGEMENT
METHODS
3.
Cultural management
DIPT MANAGEMENT
METHODS
DIPT MANAGEMENT
METHODS
4. Local adaption
Differences exist between the home and the host country can be the
origin of misunderstandings, delays, cost overruns, damaged
reputations (Orr and Scott, 2008)
Local adaptation:
(1)Adjusting work practices to the host country market and culture to create a locally
accepted and sustainable project (Eriksson et al., 1997)
(2)Acquire local institutional knowledge
()Contractual relationships
()Non-contractual relationships
()Acquiring a firm or hiring locals
()Strategically obtaining knowledge through pioneering or trial projects
()Relying upon past experience
()Public sources (Javernick-Will, 2009)
DIPT MANAGEMENT
METHODS
b. Organization integration - Sustainable success
Integrating knowledge, processes and strategy across projects
Developed on previous projects
Continuously improving, remaining competitive
+
+
+
DIPT MANAGEMENT
METHODS
c. Leadership
DIPT MANAGEMENT
METHODS
d.
Help verify the actual status of the projects progress that has
COMMUNICATION ASPECT
1.
DIPT MANAGEMENT
METHODS
2.
+
+
+
Virtual team:
use video conferencing instead
watch warning signs such as:
reduced output & shortage of new ideas
short and abrupt emails
reluctance to engage in phone calls/video conference
DIPT MANAGEMENT
METHODS
DIPT MANAGEMENT
METHODS
Summary: Culture and communication
An essential ingredient of project performance is harmonious
working relationships between participants (Soetanto, et al., 2001)
Minimizing conflicts in international projects
International construction disputes, delays due to mismanaged time,
inefficient processes, unclear contract terms (Hu et al., 2008)
DIPT MANAGEMENT
METHODS
III. TECHNOLOGY ASPECT
+
+
+
Project database:
Specific structure
Rules how to use database
Continuous improved
DIPT MANAGEMENT
METHODS
1. Risk events identification
A list of risk events that have occurred in project
performance process
Project participants
DIPT MANAGEMENT
METHODS
Project documentation includes:
-
DIPT MANAGEMENT
METHODS
Using filled standardized data card for each
risk event, comprising the following data:
- Full name of the project and the contractor
-
DIPT MANAGEMENT
METHODS
2. Risk events classification
DIPT MANAGEMENT
METHODS
3. Assessing & ranking of risk events groups
.
Assessment:
Ranking: based on
-.
-.
-.
DIPT MANAGEMENT
METHODS
4.
DIPT MANAGEMENT
METHODS
CONCLUSION
Sustainable success
CONCLUSION (cont.)
REFERENCES
Eskerod, P. & Riis, E. (2009) Project management models as value creators.
Project Management Journal. 40(1), pp.4-18
Hass (2010) How to manage the complexities of large, diverse project teams.
PMtimes:
For
Project
Managers
[online].
Available
from:
http://www.projecttimes.com/articles/how-to-manage-the-complexities-of-largediverse-project-teams.html
[Accessed: 23rd October 2015].
Midgie, A. (2015) Managing a Geographically Dispersed Team: Achieving Your
Goals Together, While Apart. Mind Tools: Essential Skills for an Excellent
Career
[online].
Available
from:
https://www.mindtools.com/pages/article/newTMM_40.htm [Accessed: 23rd
October 2015].
Hanaken, M. and Soudunsaari, A. (2012) Building Trust in High-Performing
Teams. Technology Innovation Management Review. 2(6), pp.38-41.
Dinsmore, P. C. and Benitez Codas, M. M., 2006. Cultural Challenges in
Managing International Projects. The AMA Handbook of Project Management.
REFERENCES
Barron, A. E. and Orwig, G. W. (1995) Multimedia Technologies for
Training: An Introduction. Englewood: Libraries Unlimited.
Emery, J. C. (1995) Management Information Systems: The Critical
Strategic Resource. Oxford: Oxford University Press.
Aleshin, A. (1999) Risk management of international project in Russia.
International Journal of Project Management. 19(2001), pp.207-222.
Lunenburg, C.F. (2010) Louder Than Words: The Hidden Power of
Nonverbal Communication in the Workplace. International Journal of
Scholarly Academic Intellectual Diversity. 12(1), pp.1-5
Govindarajan, V., and Gupta, A.k., 2001. Building an Effective Global
Business Team. Sloan Management Review, 43, 2, pp.6371.
Lientz, B. P. and Rea, K. P., 2003. International Project
Management. Academic Press, USA.
REFERENCES
Eriksson, K., Johanson, J., Majkgard, A., and Sharma, D. D., 1997. Experiential
Knowledge and Cost in the Internationalization Process. Journal of International
Business Studies, 28(2), pp.337360.
Hans J. T.,2013. Changing Dynamics of Team Leadership in Global Project
Environments. American Journal of Industrial and Business Management, 3,
pp.146-156
Joo Y. J, Sibin W., 2007. Determining the most successful candidates for Far-East
projects: the case study in China and South Korea. Journal of Business and
public affairs.
Landaeta R.E., 2008. Evaluating Benefits and Challenges of Knowledge Transfer
across Projects. Engineering Management Journal, 20(1).
Lim, C.S., and Mohamed, M.Z, 1999. Criteria of project success: an exploratory
re-examination. International Journal of Project Management, 17, 4, pp.243248.
Holger B., et al.,2008. Managing Multilateral Projects. Lifelong Learning
Programme
REFERENCES
Hu, W., Chen, J., Wang, G. and Ren, Z., 2008. Dispute administration and resolution in
international construction projects. International Conference on Multi-National
Construction Projects Securing high Performance through Cultural awareness and
Dispute Avoidance, Shanghai, China.
Ivete R., and Roberto S.,2013. The Cultural Challenges of Managing Global Project
Teams: a Study of Brazilian Multinationals. Journal of Technology Management &
Innovation.
Moenaert, R.K., Caeldries, F., Lievens, A., Wauters, E., 2000. Communication flows in
international product innovation teams. Journal of Product Innovation Management,17,
pp.360-377.
Orr, R. J., and Scott, W. R., 2008. Institutional exceptions on global projects: a process
model. Journal of International Business Studies, 39(4), pp.562588.
PINTO, M.B., PINTO, J.K.,1990. Project team communication and cross-functional
cooperation in new program development. Journal of Product Innovation Management,
7, 3, pp.200-212.
Soetanto, R., Proverbs, D.G. and Holt, G.D., 2001. Achieving quality construction
projects based on harmonious working relationships: clients' and architects' perceptions
of contractor performance. International Journal of Quality and Reliability
Management, 18 (4/5), pp,528-548.
REFERENCES
Q&A