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.

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.