International Project Management (eBook)

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.

1 Introduction.

2 Framework.

2.1 International Project Manager.

2.2 Standards.

2.3 International Environment.

2.3.1 Globalization.

2.3.2 Sustainability.

2.3.3 International Ethics.

2.3.4 Laws and Regulations.

2.3.5 Competition and Value Chains.

2.3.6 Virtual Environment.

2.3.7 Multiple Cultures.

2.3.8 Human Resources.

2.4 International Organizational Structures.

2.4.1 Collaborative Project Enterprise.

2.5 Managing Change.

2.6 Knowledge Management.

2.7 International Project Structures.

2.8 Financing.

2.9 Summary.

3 Project Basics.

3.1 Participants.

3.1.1 International Project Manager.

3.1.2 Stakeholders.

3.1.3 Society and Government.

3.2 Project Life Cycle.

3.2.1 Selection.

3.2.2 Initiation and Planning.

3.2.3 Execution and Control.

3.2.4 Close-out.

3.2.5 Warranty and Operations.

3.3 Contracting Environments.

3.4 Public-Private Partnerships.

4 Leading Diversity (Human Relations and Communications).

4.1 Cross-Cultural Leadership Intelligence.

4.1.1 XLQ Model.

4.1.2 Trust.

4.1.3 Conflict Management.

4.1.4 Power.

4.1.5 Empathy.

4.1.6 Transformation.

4.1.7 Communication.

4.1.8 Culture.

4.1.9 Virtual Teams.

5 Integration Management.

5.1 CPE Structure.

5.1.1 Partnerships, Joint Ventures, and Alliance Agreements.

5.2 CPE Project Charter.

5.2.1 Lead Project Manager.

5.2.2 Stakeholder Analysis.

5.2.3 Customer Goals and Objectives.

5.2.4 Initial Project Budget and Duration.

5.3 Governance and Ethics.

5.4 CPE Project Management Plan.

5.4.1 Disputes.

5.4.2 Cultural Norms for the Project.

5.5 Joint Project Planning Meetings.

6 Scope Management.

6.1 Developing a Project Scope.

6.2 Developing a Work Breakdown Structure.

6.2.1 Step 1: Organizational WBS.

6.2.2 Step 2: Value Chain WBS.

6.2.3 Step 3: Partner WBS.

6.2.4 Step 4: CPE WBS.

6.3 Scope Change Control.

7 Cost and Progress Management.

7.1 Cost and Currency Standards.

7.2 Project Contingency.

7.3 Accuracy of EAC.

7.4 CPE Work Packages.

7.5 Cost Updating and Change Control.

7.6 Physical Progress.

8 Risk Management.

8.1 Organizational Project Risk Plan.

8.2 Project Risk Identification and Analysis.

8.2.1 Organizational Risk Register.

8.2.2 Partner Risk Register.

8.2.3 Value Chain Risk Register.

8.2.4 CPE Risk Register.

8.3 Project Risk Fund and Monitoring.

9 Time Management.

9.1 Some Essentials.

9.2 Float, Ethics, and Leadership.

9.3 Developing a CPE Schedule.

9.3.1 Step 1: Organizational Schedule.

9.3.2 Step 2: Value Chain Schedule.

9.3.3 Step 3: Partner Schedule.

9.3.4 Step 4: CPE Schedule.

9.3.5 CPE Example.

9.4 Schedule Updates and Change Control.

9.4.1 Getting the Project Started.

9.4.2 Changes in Logic.

9.4.3 Changes in Performance Calculation.

9.4.4 Scope Changes.

10 Quality Management--Customer Satisfaction.

10.1 What Is Quality?

10.2 Project Management Quality Standards.

10.3 Project Management Quality Plan.

10.3.1 Product Quality Aspects.

10.3.2 Service Quality Aspects.

10.3.3 CPE Quality.

10.4 Monitoring and Control.

11 Procurement Management.

11.1 The Basics.

11.2 Technical Conditions.

11.3 Legal Conditions.

11.4 Structures and Strategies.

11.5 Bidding and Negotiations.

11.6 Monitoring and Control.

12 CPEs in the Future.

12.1 Project, Program, CPE.

12.2 CPE Structure.

12.3 Project Management Information System.

12.4 International Project Management and Business in the Twenty-First Century.

12.4.1 Visions of Twenty-First-Century Society.

12.4.2 Business and International Project Management.

12.5 Conclusion and Grisham's Laws.

References.

Glossary.

Index.