International project management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Amsterdam [u.a.]
Academic Press
2003
|
| Schlagworte: | |
| Online-Zugang: | Publisher description Table of contents Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. 269-271) and index. - Hier auch später erschienene, unveränderte Nachdrucke |
| Beschreibung: | XIX, 277 S. graph. Darst. |
| ISBN: | 0124499856 |
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| 100 | 1 | |a Lientz, Bennet P. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a International project management |c Bennet P. Lientz ; Kathryn P. Rea |
| 264 | 1 | |a Amsterdam [u.a.] |b Academic Press |c 2003 | |
| 300 | |a XIX, 277 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Includes bibliographical references (p. 269-271) and index. - Hier auch später erschienene, unveränderte Nachdrucke | ||
| 650 | 7 | |a Gestion de projet |2 rasuqam | |
| 650 | 4 | |a Gestion de projets | |
| 650 | 7 | |a Gestion internationale |2 rasuqam | |
| 650 | 7 | |a Projet d'entreprise |2 rasuqam | |
| 650 | 4 | |a Project management | |
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| 689 | 0 | 1 | |a Internationales Management |0 (DE-588)4114040-0 |D s |
| 689 | 0 | |5 DE-604 | |
| 700 | 1 | |a Rea, Kathryn P. |e Sonstige |4 oth | |
| 856 | 4 | |u http://www.loc.gov/catdir/description/els031/2002111028.html |3 Publisher description | |
| 856 | 4 | |u http://www.loc.gov/catdir/toc/els031/2002111028.html |3 Table of contents | |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-010247824 | ||
Datensatz im Suchindex
| _version_ | 1804129888446185472 |
|---|---|
| adam_text | Contents
Preface xvii
Parti
Launch Your International Project
Chapter 1
Introduction
What is an International Project? 3
Examples of International Projects 4
Trends in Global Business 5
Technology and Systems Trends 6
How International Projects Are Different 8
Why International Projects Are Complex 11
Characteristics of International Projects 12
Why International Projects Fail 13
Critical Success Factors for International Projects 14
Organization of the Book 15
What You Will Gain from the Book 16
Approach 17 .
Examine Past Efforts at International or Complex Projects 17
Develop a Score Card for International Projects 18
v
xvi Contents
• The Culture in a Country Is Not Compatible with the Results of the
Project 265
• There Are Many Different Cultures and Languages in a
Country 266
Appendix 1: The Magic Cross Reference 267
Appendix 2: Web Sites 269
Appendix 3: References 271
Index 273
vi Contents
Examples 18
Sambac Energy 20
Whitmore Bank 20
Lessons Learned 21
Exercises 21
Summary 21
Chapter 2
Define the Project
Introduction 23
Purpose and Scope 23
End Products 24
Approach 25
Measure the Current Situation 25
The Project Concept 27
Define Objectives for the International Project 28
Determine the Scope of the Project 31
Establish Roles, Responsibilities, and Resource Availability 32
Estimate Costs, Benefits, and the Schedule 33
Identify Potential Issues for the Project 34
Determine Project Interdependencies 34
Present the Project Concept 35
Multiple Projects and the Project Slate 36
Management Review and Approval of International
Projects 38
Examples 38
Sambac Energy 38
Whitmore Bank 39
E Business Example 39
Lessons Learned 39
Exercises 40
Summary 40
Chapter 3
Identify the Project Leaders
Introduction 41
Purpose and Scope 41
End Products 42
Contents vii
Approach 43
Project Management for International Projects 43
Management Structure for International Projects 43
Example: Titan Broadcasting 46
What to Look for in a Project Leader 46
Typical Duties for an International Project Leader 48
What to Avoid in a Project Leader 51
Project Leader Selection 51
How to Succeed as a Project Leader 52
How to Fail as a Project Leader 53
The Score Card for the Project Leader 54
Managing Multiple Projects 54
The Project Office and the Role of the Project Coordinator 55
Examples 56
Sambac Energy 56
Whitmore Bank 57
Lessons Learned 58
Exercises 59
Summary 59
Chapter 4
Nail Down the Project Organization and Team
Introduction 61
Purpose and Scope 62
End Products 63
Approach 64
Identify Areas of Project Risk 64
Define Team Member Requirements for Success 65
Attributes of Team Members 67
Identify and Select Team Members 69
Build a Team Mentality 71
Replace Team Members 73
Manage Team Members 75
Examples 76
Sambac Energy 76
Whitmore Bank 76
Lessons Learned 76
Exercises 77
Summary 77
viii Contents
Chapter 5
Develop the Project Plan
Introduction 79
Purpose and Scope 19
End Products 80
Approach 81
Set Up the Project File 81
Employ Project Templates 81
Split Up the Overall International Project 85
Create the Issues and Lessons Learned Databases 87
Define Tasks and Milestones 89
Deal with Estimation, Contingencies, and Uncertainty 91
Perform Cost Estimation 92
Perform Resource Usage Analysis 93
Set the Baseline Schedule 93
Evaluate Your Plan 94
Establish the Role of a Central International Project
Coordinator 95
What Can Go Wrong? 96
Market the Plan to Management 97
Examples 97
Sambac Energy 97
Whitmore Bank 98
Lessons Learned 98
Exercises 99
Summary 99
Chapter 6
Use Technology to Your Advantage
Introduction 101
Purpose and Scope 102
End Products 104
Approach 104
Define Your Needs for Technology 104
Guidelines for Communications and Networking 104
Guidelines for Software Tools 107
Information Sharing 109
Project Management Software 111
Contents ix
Collaborative Tools 112
Use the Internet and Web 112
How Technology Creates Benefits and Problems 113
Examples 114
Sambac Energy 114
Whitmore Bank 115
Lessons Learned 115
Exercises 115
Summary 115
Part II
Manage Your International Effort
for Success
Chapter 7
Manage the International Team and the Work
Introduction 119
Purpose and Scope 120
End Products 123
Approach 123
Carry Out Proactive Resource Allocation 123
Update the Plan 124
Track Project Work 125
Review Milestones 126
Determine the State of the Project 127
Employ a Project Score Card 127
Carry Out Change Management 129
Deal with Scope Creep 131
Alter Project Direction 132
Measure Project Results 132
Examples 133
Sambac Energy 133
Whitmore Bank 134
Lessons Learned 134
Exercises 135
Summary 135
x Contents
Chapter 8
Manage Outsourcing and Vendors
Introduction 137
Purpose and Scope 139
End Products 140
Approach 140
The General Steps in Outsourcing 140
Outsourcing from the Vendor s Perspective 141
Determine Objectives and What Is to Be Outsourced 142
Identify Vendor Requirements 143
Prepare for Outsourcing 144
Select the Right Vendors for International Projects 144
Establish Working Relationships 146
Monitor and Direct Vendor Work 147
Manage Multiple Vendors 149
Cope with Some Common Outsourcing Issues 149
Examples 152
Sambac Energy 152
Whitmore Bank 152
Lessons Learned 152
Exercises 153
Summary 153
Chapter 9
Sustain Effective Communications
Introduction 155
Purpose and Scope 156
End Products 156
Approach 158
Informal and Formal Communications 158
Selling the Project Concept 161
Interviews and Data Collection 163
Team Communications 164
Manage Project Meetings 165
Management Communications 167
Project Status Communications 168
Issue Communications 169
Written Reports 170
Signs of Communications Problems 170
Contents xl
Examples 171
Sambac Energy 171
Whitmore Bank 171
Lessons Learned 171
Exercises 172
Summary 172
Chapter 10
Deal with Issues and Use Experience
Introduction 173
Purpose and Scope 174
End Products 175
Approach 176
Characteristics of Issues 176
Potential Actions and Decisions 177
A General Process for Managing Issues 179
Issues and Multiple Projects 180
Issue Analysis 181
Total Number of Issues Over Time 183
Characteristics of Lessons Learned 187
A General Process for Lessons Learned 188
Gather Lessons Learned 189
Use Lessons Learned for Advantage 189
Project Meetings for Lessons Learned 190
Examples 191
Sambac Energy 191
Whitmore Bank 191
Lessons Learned 191
Exercises 191
Summary 192
Part III
Types of Global Projects
Chapter 11
Multinational Software Deployment
Introduction 195
Purpose and Scope 196
xii Contents
End Products 198
Issues 198
Issue: There is a Lack of Sensitivity to the Culture Factors in Specific
Countries 198
Issue: The Software Was Purchased; However, It Cannot Handle the
Regulatory Requirements in Certain Countries Despite the Vendor
Claims 199
Issue: A Large Number of Key Personnel May Be Tied Up in This
Project for Months 200
Issue: The Software Does Not Interface Easily with Several Critical
Legacy Systems 201
Issue: Headquarters Does Not Provide Sufficient Resources or Money
for the Implementation in Remote Locations 201
Issue: The Consultant Selected for Supporting the Implementation of
the Software Does Not Have Personnel in Some Company
Locations 202
Template Areas 203
Area: Planning 203
Area: Software and Consultant Acquisition 203
Area: Software Implementation 204
Area: Data Conversion 204
Area: Interfaces 204
Area: Training and Cutover 205
Lessons Learned 205
Summary 206
Chapter 12
Mergers and Acquisitions
Introduction 207
Purpose and Scope 207
End Products 208
Issues 209
Issue: The Two Companies Are Not Compatible in Terms of Culture
209
Issue: There Was a Lack of Analysis of Processes and Systems; Too
Much Attention Was Placed on Organization 209
Issue: The Acquiring or Dominant Firm Does Not Pay Attention to
Issues at the Local Level 210
Issue: Organization Change is Pushed Through without Thought or
Planning 211
Contents xiii
Issue: Costs Are Not Reduced as Planned 212
Issue: Current Work in Many Locations is Negatively Impacted
212
Template Areas 213
Area: Identify Merger and Acquisition Candidates 213
Area: Carry Out Due Diligence and Investigations 214
Area: Undertake Detailed Planning 214
Area: Perform the Consolidation 214
Area: Measure Results 214
Lessons Learned 215
Summary 215
Chapter 13
Marketing of a New Product
Introduction 217
Purpose and Scope 218
End Products 219
Issues 219
Issue: There is a Failure to Learn from Other Product
Launches 220
Issue: There is a Lack of Culture Sensitivity 220
Issue: Too Much of the Advertising Is Geared to an Upscale, Western
Audience 220
Issue: How the Product Marketing Is Handled Is Inconsistent between
Countries 221
Issue: There Is a Lack of Coordination during the Marketing in
Different Areas 222
Issue: There Is Insufficient Follow up After the Product is
Launched 222
Template Areas 223
Area: Review Market Research and Other Information 223
Area: Review Track Record for Successful and Failed Competitive
Products 224
Area: Develop Culture Profiles of the Product for Each Market
224
Area: Prepare the Launch of the New Product 224
Area: Coordinate Product Marketing and Sales 224
Area: Gather Experience and Lessons Learned 224
Lessons Learned 224
Summary 225
xiv Contents
Part IV
Issues in Global Projects
Chapter 14
Project Issues
• Individuals in a Country Are Pulled away from Work on the Project Due
to Local Needs 229
• There Are Different Languages Employed among Team Members. There
Is No Provision for Interpreters 230
• People in Some Locations Lack Experience and Knowledge about
Methods and Tools 231
• Communications across the Locations Is Poor 232
• Technology Employed in Different Locations Is Not
Compatible 233
• The Project Leaders Do Not Have Prior Experience in International
Projects 233
• Project Team Members Lack Experience and Knowledge about
Conditions in Other Countries 234
• It Is Difficult to Determine Status of the Work in Various Locations
235
• There Is Too Much Attention on Project Details That Many Issues Are
Not Identified 236
Chapter 15
Business Issues
• The International Project Requires Critical People in a
Country 239
• The Infrastructure in a Country Is Very Poor 240
• The Business Needs Are Diverse in Each Country for the
Project 241
• The Project Depends upon Vendors Who Do Not Have a Strong
Presence in Some Locations 242
• There Is No Provision to Address Problems and Issues in Countries as
They Arise 243
• There Is a Wide Variety of Business Processes in Different
Countries 243
• Problems in One Country Are Not Seen as Sufficiently Important in
Headquarters 244
Contents xv
• It Is Taking Too Long to Have Decision Made 245
• There Is Substantial Turnover of Staff in One Location 246
Chapter 16
Management Issues
• Work Is Performed in One Country and Then Sent to Another
Country for Finishing 249
• Management Expectations Are Centered upon Headquarters with a Lack
of Attention to Local Needs 250
• The Project Is Approved without Recognizing Other Projects and
Efforts 251
• There Is a Lack of Control Since the Project Is a Joint
Venture 252
• The Company in One Country Is Jointly Owned with a Local
Firm 253
• Management Approval Was Only Obtained at Headquarters without
Involvement of Local Management 254
• The Method for Managing the Project Overall Is Too
Bureaucratic 255
• The Manager Who Was behind the Project Moves to a New
Position 256
• Management Appears to Lose Interest in the Project Due to Other
Commitments 257
Chapter 17
External Issues
• Local Laws Are Impacting the Project 259
• Competition Is Much More Intense in a Specific Country
• Savings from a Project Are Not Attainable Because ot
Local Laws 261
• Economic Conditions in One Country Worsen JbZ
• The Operations in One Country Have More Urgent Work Than the
• nTw Technologies Appear in Some Locations That Offer New
Opportunities 264
• It Is Difficult to Line Up Qualified Suppliers m Some
Countries 265
|
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| id | DE-604.BV016967769 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T19:12:18Z |
| institution | BVB |
| isbn | 0124499856 |
| language | English |
| lccn | 2002111028 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-010247824 |
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| spelling | Lientz, Bennet P. Verfasser aut International project management Bennet P. Lientz ; Kathryn P. Rea Amsterdam [u.a.] Academic Press 2003 XIX, 277 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. 269-271) and index. - Hier auch später erschienene, unveränderte Nachdrucke Gestion de projet rasuqam Gestion de projets Gestion internationale rasuqam Projet d'entreprise rasuqam Project management Internationales Management (DE-588)4114040-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s Internationales Management (DE-588)4114040-0 s DE-604 Rea, Kathryn P. Sonstige oth http://www.loc.gov/catdir/description/els031/2002111028.html Publisher description http://www.loc.gov/catdir/toc/els031/2002111028.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010247824&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Lientz, Bennet P. International project management Gestion de projet rasuqam Gestion de projets Gestion internationale rasuqam Projet d'entreprise rasuqam Project management Internationales Management (DE-588)4114040-0 gnd Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4114040-0 (DE-588)4047441-0 |
| title | International project management |
| title_auth | International project management |
| title_exact_search | International project management |
| title_full | International project management Bennet P. Lientz ; Kathryn P. Rea |
| title_fullStr | International project management Bennet P. Lientz ; Kathryn P. Rea |
| title_full_unstemmed | International project management Bennet P. Lientz ; Kathryn P. Rea |
| title_short | International project management |
| title_sort | international project management |
| topic | Gestion de projet rasuqam Gestion de projets Gestion internationale rasuqam Projet d'entreprise rasuqam Project management Internationales Management (DE-588)4114040-0 gnd Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Gestion de projet Gestion de projets Gestion internationale Projet d'entreprise Project management Internationales Management Projektmanagement |
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