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International Project Management

International Project Management Author Kathrin Köster
ISBN-10 9781446204832
Release 2009-10-29
Pages 392
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Electronic Inspection Copy available for instructors here With project management becoming an increasingly global endeavour, a comprehensive and international student text that reflects this reality is essential. International Project Management does just that, systematically linking the key elements of cross-cultural management and the particularities of an international context, with the tools and techniques of project management. Key features include: - A wide variety of examples and illustrations, including an in-depth, end-of-chapter case study with case questions; - Student exercises and review questions; - Detailed further reading - The full support of a Companion Website, featuring a Teacher's Manual Visit the Companion Website at

International Project Management

International Project Management Author Thomas W. Grisham
ISBN-10 9781118276525
Release 2011-11-29
Pages 416
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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.)

Contracts and International Project Management

Contracts and International Project Management Author David G. Carmichael
ISBN-10 9058093336
Release 2000-01-01
Pages 216
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Project Management has, as one of its essential ingredients, development, use, administration and management of contract. On any significant project here will be many players and stakeholders contractually linked. It is essential therefore that all project personnel be aware of contract matters. The difficulty with this for project personnel in the past, however, has been in finding a systematic and comprehensive coverage of contractual matters in the literature, written at an understandable lever. This book goes toward filling this void. This book focuses on the important issues of whether to contract out (outsource) work or do it in-house, on the numerous contractual payment options including bonuses and penalties, and on the delivery method or contractual relationships between project participants. This is provided in an international context, where project management takes on an added dimension related to differing practices and customs between countries. Numerous case studies and exercises are given to promote the understanding of the contractual and project management issues covered.

International Project Management

International Project Management Author Bennet Lientz
ISBN-10 9781136393877
Release 2012-05-04
Pages 277
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'International Project Management' provides specific guidelines for achieving greater project success. It is the result of 15 years of work on international projects by the authors across various project areas and industries. The authors address a need for modern techniques in project management geared and suited to international projects. They offer lessons learned from failures and problems in international projects, and suggest alternative solutions for project issues. Industry examples include manufacturing, distribution, communications, media, transportation, government, IT, marketing, energy, medical care, tourism, and others in forty countries across five continents. The purpose of this book is to answer: * What is an international project and why is it different? * What are the critical success factors for managing international projects? * How are vendors and outsourcing managed across national boundaries? * How do businesses effectively address cross- cultural, social, and political issues? * How are international communications set up and coordinated? * What should a manager look for in an international project leader? * How does a business select the right vendors for an international project? * How are inadequate or incompatible infrastructure and technology issues overcome? * How are the legal and bureaucratic limitations on project management dealt with?

International Project Management Leadership in Complex Environments

International Project Management  Leadership in Complex Environments Author CTI Reviews
ISBN-10 9781467205221
Release 2016-10-16
Pages 32
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Facts101 is your complete guide to International Project Management, Leadership in Complex Environments. In this book, you will learn topics such as as those in your book plus much more. With key features such as key terms, people and places, Facts101 gives you all the information you need to prepare for your next exam. Our practice tests are specific to the textbook and we have designed tools to make the most of your limited study time.

International Project Management Chances and Risks and the Impact of Intercultural Differences on Projects of the HSH Nordbank AG

International Project Management   Chances and Risks and the Impact of Intercultural Differences on Projects of the HSH Nordbank AG Author Pamela Wittenberg
ISBN-10 9783640882830
Release 2011-04
Pages 94
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Diploma Thesis from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 3,0, AKAD University of Applied Sciences Pinneberg, language: English, abstract: These days, many companies are no longer content to market their products and services on a national level alone; with increasing frequency, they are turning toward the world market as well. The dynamics and conditions at the global level are constantly in flux, making unstable business environments unavoidable and reiterative customization and realignment necessary. Accompanying these variable dynamics at the global level are two other factors: tighter deadlines and a greater number of international collaborations. The logic of global expansion means that ever more employees are working together with colleagues from other countries on projects they need to finish ever more rapidly. Ensuring that international projects can be realized efficiently and successfully requires rigorous and precise project management. And ensuring rigorous and precise international project management requires knowledge of intercultural differences, experience in intercultural communication as well as good collaboration and team development. Most problems in intercultural projects do not arise because of wrong objectives or management techniques, but because of intercultural misunderstandings. Objectives HSH Nordbank AG assesses projects based on compliance with planned levels of budget, time, and quality. Unfortunately, actual results often deviate significantly from target figures. This is especially the case with international projects. The question thus arises whether such variations result from intercultural differences and, if so, how project managers might diminish the likelihood of their occurrence-or even use them to their advantage. The aim of this thesis is to highlight the significant role played by cultural differences in international projects and to evaluate the impact of t

Applied International Project Management A Theoretical Analysis and Pragmatic Application of a London Start up Company

Applied International Project Management  A Theoretical Analysis and Pragmatic Application of a London Start up Company Author Johannes Michl
ISBN-10 9783656975700
Release 2015-06-10
Pages 24
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Seminar paper from the year 2014 in the subject Business economics - Company formation, Business Plans, grade: 1,0, University of Applied Sciences Deggendorf, language: English, abstract: The goal of this paper is to evaluate international project management at XY and to make recommendations for a better project cooperation. Therefore, first the typical project management approach at this company is examined. In a second step problems and weaknesses of the process are identified, to present in a third step possible solutions. This paper the project management approach of XY is described from the perspective of the author. For a higher degree of detail one would have to question more employees of the company who participated in projects. Moreover, when having a look at the cultures, not all of the cultures that are found at XY are considered, because that would exceed the scope of the pa-per. Certain cultures are selected to make a point clear. Lastly it also was not tested whether or not the recommendations are practical. In chapter two, the company XY is briefly introduced. A larger version of the organizational chart of the firm can be found in the appendix A. The subsequent third chapter presents the current project management approach at XY. This process is divided into: project initiation, project planning, action and control and finishing the project. The fourth chapter points out problems related to the project management approach and additional cultural and language specific problems. The cultural Indexes, which help to categorize the cultures, can be found in the appendix. The recommendations for improvement are described in chapter five. The paper is completed in chapter six with a conclusion. For the preparation of this paper, primarily textbooks were used, which can be found in the appendix listed alphabetically. More knowledge was obtained from websites. Lastly the experiences of the author at a six-month internship at XY were essential to describe the project work there.

Project management in progress

Project management in progress Author Marjolijn C. Grool
ISBN-10 UOM:35128000905719
Release 1986
Pages 329
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Professional Project Management (PM), with its well-defined concepts and tools, is now well established and can be used in the world at large. But wherever PM is utilized old problems invariably recur and new problems arise. It is this consideration which forms the main theme of this volume. The book tackles questions such as: - are the currently available computerized planning tools user-friendly enough for average people to use them effectively ? - where does one find and develop the ideal project manager ? - how can behaviour of people involved in projects be successfully predicted ? In addition, attention is paid to new, emerging issues such as PM in the Developing Countries; the application of PM to the many non-technological processes of change in governmental and private organizations; cooperation, training and follow-up in smaller projects. Also discussed is the practical experience gained from successes and failures in actual projects. The challenge for the nineties is to meet the growing need for well-trained project managers. This volume is the international resource which aims to meet this challenge by providing a broad overview of the many facets of PM.

International Project Management for Technical Professionals

International Project Management for Technical Professionals Author Brian E. Porter
ISBN-10 0791802884
Release 2009-01-01
Pages 175
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Considerations in international project management go beyond the project itself. They include areas such as culture, travel, resource management, and communication. The book begins with a review of project management basics, which is a nice lead in to the additional areas of discussion necessary for international project management.

International Project Management

International Project Management Author Owen J. Murphy
ISBN-10 0324203020
Release 2005
Pages 223
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Drawing on his experience managing international projects in military and business settings, Murphy, a project consultant in international business, supplies guidance on managing projects on the global stage. Beginning with the planning process, he takes readers through to project completion, providing a set of financial controls to manage a project abroad and a set of metrics to assess the project at completion. Appendices provide a Gannt chart and risk management forms for a sample project, plus a glossary of acronyms. Annotation ♭2004 Book News, Inc., Portland, OR (

What Executives Need to Know About Project Management

What Executives Need to Know About Project Management Author International Institute for Learning
ISBN-10 9781118276631
Release 2011-11-29
Pages 304
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As project management has evolved and matured, so has the executive's role in project management. To ensure the success of individual projects and the organization as a whole, today's executives are increasingly involved in activities such as capacity planning, portfolio management, prioritization, and strategic planning specifically for project management. In fact, more and more executives are becoming certified Project Management Professionals (PMPs). What Executives Need to Know About Project Management offers executives a guide to project management, focusing on what they need to know and what they need to do. It provides step-by-step guidance to help executives get effective, well-resourced project management teams in place and ensure the success of any individual project. The book begins with basic principles, including a detailed discussion of the three best practices that enable executives to ensure effective project management: Developing an environment where project management is viewed as a profession Securing key personnel for project management positions Creating opportunities for rewards and advancement through successful project management Next, the book explores how executives serve as executive sponsors in project management teams, setting forth solutions to the many problems and challenges they face in this role, including managing disagreements, delegating authority, and accelerating projects. The authors explain how the role of the executive sponsor changes depending upon the life-cycle phase of the project. For example, during the project initiation and planning phases, the sponsor may take on a very active role, ensuring that proper objectives are established and that the project plan satisfies the needs of the business as well as the needs of the client. During the execution phase, the sponsor may take on a less active role; however, the book shows how executive sponsors need to become involved when roadblocks appear, crises occur, and conflicts arise over priorities among projects. Throughout the book, helpful illustrations clarify complex concepts and processes.

What Functional Managers Need to Know About Project Management

What Functional Managers Need to Know About Project Management Author International Institute for Learning
ISBN-10 9781118276655
Release 2011-11-29
Pages 256
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Discover how functional managers can apply the Kerzner Approach to project management As a functional manager today, you need to become more involved in project management. That doesn't mean you need to become a project manager, but rather you need to know how to perform specific project-related tasks, work with project team members, understand each other's priorities and problems, and resolve issues jointly. Now here's the book that gives you everything you need to know about your role in project management clearly and succinctly. Based on principles set forth in the bestselling Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition, this easy-to-follow guide focuses on the pivotal role you play as an executive in project management. It introduces the acclaimed Kerzner Approach, demonstrating how it empowers functional managers with the skills needed to ensure that projects are completed successfully, on time, and on budget. The International Institute for Learning/Wiley Series in Project Management features the most innovative, tested-and-proven approaches to project management, all explained in clear, straightforward language. The series offers new perspectives on solving tough project management problems as well as practical tools for getting the job done. Each book in the series is drawn from the related IIL course and is written by noted project management experts.

An Empirical Investigation of International Project Management Practices the Role of International Experience

An Empirical Investigation of International Project Management Practices   the Role of International Experience Author Mahmoud M. Yasin
ISBN-10 OCLC:864688669
Release 2000
Pages 11
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This paper reports the results of a survey of 56 United States (U.S.) and 25 international construction project managers. Project management areas and related tools important to international construction project management success are identified and analyzed. The results show that significant gaps exist between the existing body of knowledge and the practice of international project management in relation to variables that are relevant to construction project management success. Also reported are the differences between U.S. construction project managers and their international counterparts concerning the art and practice of project management. The implications of the findings of this study to business organizations and institutions of higher learning are examined in the context of a conceptual research framework.

Value Driven Project Management

Value Driven Project Management Author Harold Kerzner
ISBN-10 9781118174425
Release 2011-08-17
Pages 288
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In the traditional view of project management, if a project manager completed a project and had adhered to the triple constraints of time, cost, and performance, the project was considered a success. Today, in the eyes of the customer and the parent or sponsoring company, if a completed project did not deliver its anticipated value, it would be seen as a failure. Today's changing economic climate, marked by an increasingly competitive global environment, is driving project managers to become more business oriented. Projects must now be viewed from a strategic perspective within the context of a business or enterprise that needs to provide value to both the customer and the organization itself. As a result, project managers are now required to possess the skills to complete a project within certain specifications, and also know how to create and deliver value. Responding to the needs of today's project managers, Value-Driven Project Management begins by changing the paradigm of project management. Rather than judge the success of a project from the perspectives of time, budget, and quality, the authors demonstrate why success is only achieved when planned business values are met, including: Internal value Financial value Future value Customer-related value The authors also offer best practices that allow you and your organization to create additional value in efficiency, customer satisfaction, and enhanced products and services. Finally, the book helps you incorporate value into clearly defined business objectives and "sell" the value-driven process to executives. Throughout the book, helpful illustrations clarify complex concepts and processes. Assigning valuable resources to projects that don't provide some tangible form of value to the organization and to the client is poor management and poor decision-making. On the other hand, selecting and implementing projects that will deliver value and an acceptable return on investment is effective management and decision-making, but is very challenging, especially when a project may not provide its target value for years to come. With Value-Driven Project Management in hand, you'll discover the tools you need to ensure that projects deliver true value upon their completion.

International Project Management in Geomatics Engineering

International Project Management in Geomatics Engineering Author Sara Masterson
ISBN-10 OCLC:807478878
Release 1996
Pages 24
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International Project Management in Geomatics Engineering has been writing in one form or another for most of life. You can find so many inspiration from International Project Management in Geomatics Engineering also informative, and entertaining. Click DOWNLOAD or Read Online button to get full International Project Management in Geomatics Engineering book for free.

Global Engineering Project Management

Global Engineering Project Management Author M. Kemal Atesmen
ISBN-10 9781420073942
Release 2008-04-15
Pages 168
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Imagine the dynamics of an international engineering project such as this one: a U.S. group designs, prototypes, and qualifies disk drive heads; wafers for the drive heads are manufactured in the U.S. and sent to Malaysia for subassembly; a South Korean firm assembles these components; the final product, a fully automated disk drive, is completed in Japan. In addition to the global complexities of the project, there are a host of issues in leading the project team spread across continents. Global Engineering Project Management aligns real-world experiences in managing global projects with practical project management principles. The author demonstrates how to anticipate issues, covering everything from start-up planning and supply management to cost containment, post-project evaluation and protecting intellectual property. He explores technologies, virtual teams, traditions, economics, politics, and legal issues in the context of international projects, as well as compares the differences with domestic projects. He also highlights the complications of international bidding, the extra time and effort needed for multi-national team formation and management, and often overlooked project closure tasks. As the world goes global, engineering projects increasingly involve multiple countries, each having unique politics, cultures, and standards that all add layers of complexity to project management. These variables multiply fast and consequently a project manager’s responsibilities multiply faster. Examining these challenges from start to finish, the book provides practical advice on how to navigate the issues unique to global engineering project management.

Conflict Prevention in Project Management

Conflict Prevention in Project Management Author Wolfgang Spiess
ISBN-10 9783540774372
Release 2008-08-09
Pages 186
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Tis handbook has three primary objectives : (?) to give the project managers gu- ance to avoid con?icts in project execution and to understand the procedures in case of legal proceedings, (?) to give lawyers the understanding of the technical problems in project management, and (?) to give students an introduction into the technical and legal aspects of managing big international projects. Te case studies and qu- tions at the end of each chapter are especially directed to the student and the young project managers, who try to enter the ever more complicated world of managing international projects. Tis book does not try to give legal advice, but it tries to help engineers and project managers how to thoroughly plan their project in order to avoid con?icts during execution. In this way it also helps lawyers to better understand their clients, when they have to defend them in con?icts regarding big international projects. Te authors’ many years of experience in managing international projects on one side and in assisting as experts and monitors of litigation on the other side have led them to write this book and thus to help other project managers avoid the mistakes that they themselves and other project managers have made in the past.