International Project Management Quiz
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Questions and Answers

Which of the following is NOT a required input during the planning of international projects?

  • Project scope statement
  • Quality control techniques
  • Customer satisfaction survey (correct)
  • Cultural gap analysis

    • Global business has no particularities that need to be considered.

    False

    What are the three main aspects measured in project planning?

    Time, Cost, Quality

    The planning of international projects requires a thorough analysis of the __________ gap regarding perception of quality.

    <p>cultural</p> Signup and view all the answers

    Match the following required tools & techniques with their purpose in project planning:

    <p>Standard quality control techniques = Ensure product/service meets quality standards Work Breakdown Structure = Break down the project into manageable sections Estimates for activity duration = Predict time required for each task Establishment of relationships between activities = Determine task dependencies</p> Signup and view all the answers

    Which diagram is mainly used as a basis for CPM, CPA, PERT, and PDM?

    <p>Activity on Arrow (AoA)</p> Signup and view all the answers

    A Gantt chart is used for visualizing project time schedules.

    <p>True</p> Signup and view all the answers

    What is the final output of the project cycle mentioned?

    <p>Project Master Plan</p> Signup and view all the answers

    Which of the following factors is NOT mentioned as influencing the choice of project structure?

    <p>Team members' experience levels</p> Signup and view all the answers

    The required input for creating a Gantt chart includes a _____ structure.

    <p>Work Breakdown</p> Signup and view all the answers

    International projects are typically structured as a weak matrix organization.

    <p>False</p> Signup and view all the answers

    Match the following tools with their primary usage:

    <p>Pareto diagrams = Analyzing defects or problems Checklists = Ensuring partner selection criteria Spider diagrams = Visualizing relationships OBS = Outlining organizational responsibility</p> Signup and view all the answers

    What is the main advantage of a matrix organizational structure in project management?

    <p>Resource sharing and flexibility across projects.</p> Signup and view all the answers

    Which of the following is NOT required as input for the Project Master Plan?

    <p>Team preferences</p> Signup and view all the answers

    Individuals from _____-oriented cultures tend to prefer flat and lean organizational structures.

    <p>equality</p> Signup and view all the answers

    Match the following project structure types with their characteristics:

    <p>Functional = Each department manages projects in a silo Projectized = Focuses on projects as the main operation Matrix = Combines functional and project responsibilities</p> Signup and view all the answers

    Quality definitions should be known only by the project manager.

    <p>False</p> Signup and view all the answers

    Which project structure places the most emphasis on project managers?

    <p>Projectized structure</p> Signup and view all the answers

    What is the purpose of using spider diagrams in project management?

    <p>Training techniques visualization</p> Signup and view all the answers

    A strong matrix organization has equal power between functional managers and project managers.

    <p>False</p> Signup and view all the answers

    List one factor that contributes to the environmental complexity of a project.

    <p>Number of external interfaces.</p> Signup and view all the answers

    What is one of the main activities involved in staff planning?

    <p>Determine whether team members are 100% dedicated to the project</p> Signup and view all the answers

    Indirect costs are solely linked to the project budget.

    <p>False</p> Signup and view all the answers

    What is the purpose of cost planning in project management?

    <p>Minimization of financial resources needed to realize the project's objectives.</p> Signup and view all the answers

    The type of cost that cannot clearly be allocated to one single project is known as __________.

    <p>indirect costs</p> Signup and view all the answers

    What is a common issue in international projects regarding travel expenses?

    <p>They tend to be underestimated.</p> Signup and view all the answers

    Match the following types of costs with their descriptions:

    <p>Direct Costs = Solely linked to the project budget Indirect Costs = Costs that cannot be allocated to a single project Labour = Cost component for workforce remuneration Inflation = Cost increase over time affecting budgets</p> Signup and view all the answers

    Name one factor that must be monitored in international projects.

    <p>Fluctuations of currency rates.</p> Signup and view all the answers

    Which of the following is NOT a planning cost activity?

    <p>Negotiating salary increases</p> Signup and view all the answers

    What is a primary tool used for tracking issues in monitoring activities?

    <p>Issue log</p> Signup and view all the answers

    Inadequate knowledge about customer needs is a major reason for project variances.

    <p>True</p> Signup and view all the answers

    What is the purpose of a Resource Loaded Gantt Chart?

    <p>It visualizes project timelines along with resource allocation.</p> Signup and view all the answers

    The _____ is a systematic assessment of the cultural differences that may affect project performance.

    <p>Cultural gap analysis</p> Signup and view all the answers

    Match the following required tools with their corresponding purpose:

    <p>Change orders = Managing adjustments in project scope Quality plan = Outlining quality specifications Enhanced Risk Register = Tracking identified risks and responses Cumulative spreadsheets = Monitoring accumulated project data</p> Signup and view all the answers

    Which of the following is included in the required activities for analyzing root causes?

    <p>Diversity-Complexity Assessment</p> Signup and view all the answers

    Monitoring activities include only data observation as a required input.

    <p>False</p> Signup and view all the answers

    What are the four phases of the project management cycle established in the text?

    <p>Plan, Do, Check, Act</p> Signup and view all the answers

    What does the traffic light system primarily serve as?

    <p>A visualization method</p> Signup and view all the answers

    Milestone analysis is a complicated controlling tool.

    <p>False</p> Signup and view all the answers

    What is the purpose of Earned Value Analysis (EVA)?

    <p>To show the relationship between variances in cost, schedule, and project performance.</p> Signup and view all the answers

    The ____ scorecard monitors areas like customer satisfaction and internal processes.

    <p>Balanced</p> Signup and view all the answers

    Which of the following is NOT a component of the traffic light tool's criteria?

    <p>Employee satisfaction</p> Signup and view all the answers

    Expert systems in control techniques rely solely on automated data generation.

    <p>False</p> Signup and view all the answers

    What should be done after identifying issues through context scanning?

    <p>Enter the issue into an issue log.</p> Signup and view all the answers

    Match the controlling techniques with their descriptions:

    <p>Traffic light system = Visualization method for project status Earned Value Analysis = Assessing cost and schedule performance Milestone analysis = Review meetings around predefined milestones Balanced Score Card = Monitoring intangible performance areas</p> Signup and view all the answers

    Study Notes

    Introduction to International Project Management (IPM)

    • International project management is the management of projects across international borders and cultures.
    • Successful international project management requires specific skills.
    • A project is a temporary, unique undertaking with limited resources and a specific objective.

    What is a project?

    • Projects are risky, with uncertainty and complexity.
    • Projects are unique, with specific objectives and contexts.
    • Projects are limited, with scope, duration, and financial and human resource constraints.
    • Projects are designed to create a result that meets agreed quality standards.

    Definition

    • International project management is the management of projects across international or multi-national borders, and cultures, requiring specific skills to ensure success.
    • Cultural awareness and the Hofstede 5-D model are critical aspects of international project management.

    What is an "International Project"? (1)

    • History provides examples of international projects, such as the conquests of Alexander the Great and the Roman Empire.
    • These historical examples illustrate the complexities of international projects.

    What is an "International Project"? (2)

    • Examples demonstrate the scope of international projects, including transportation systems, sporting events, and exhibitions.

    What is an "International Project"? (3)

    • Global efforts by governments, non-profit organizations, and aid agencies are often international projects.
    • Cross-border mergers and acquisitions, and international marketing initiatives are also examples of international projects.

    What are the main purposes of international projects (1)?

    • Increasing global market share and power are key purposes.
    • Realizing efficiency gains and accessing scarce resources are also important objectives.
    • Search for new geographical presences or stakeholders is another driving force behind international projects.
    • Reducing risk is another key benefit of global projects.

    What are the main purposes of international projects (2)?

    • International projects frequently transcend national boundaries, and can involve the entire world.
    • Project stakeholders' nationality or purpose can be important considerations in international projects.

    What are the main characteristics of international projects?

    • International projects are characterized by uniqueness, diversity, dynamics, risk, and limited resources.
    • Complexity is inherent in managing international projects.

    Exercise

    • Students should individually identify and classify examples of international projects.
    • Students should be able to explain characteristics of international projects using the provided framework.

    How International Projects are different? (1)

    • International projects often involve multiple locations globally, wider and more complex purposes, and a greater scope.
    • Multiple organizations with complex power structures are frequently involved.
    • Different national and sub-cultures of the involved organizations lead to potential conflicts.

    How International Projects are different? (2)

    • Multiple interests and priorities among local managers and stakeholders make international projects complicated.
    • Various legacy or incompatible IT systems can pose risks to project success.
    • Differences in laws, regulations, or governance can create added complexity.
    • Costs can be elevated by the logistical realities of international projects.

    Project management in the international organization

    • Projects in global organizations consider strategies, portfolios, initial states, including company internal ideas and client requirements.
    • Project management stages in international organizations include initiating, planning, executing, controlling, and completion to meet objectives.

    Environmental Factors Affecting International Projects

    • The success of international projects is affected by economic factors, geographic considerations, legal/political conditions, security concerns, cultural factors, and infrastructure elements.

    Industry Factors Affecting International Projects

    • Macro-environmental factors such as technology, infrastructure, and societal values and lifestyles influence international projects.
    • Factors like suppliers, substitutes, legislation, rivalry, and buyer populations should be considered.

    Who are the main players within the context of project management?

    • Project stakeholders are intricate and complex within a global project.
    • Stakeholder management is an essential skill of project managers.

    An overview of main project stakeholders

    • A diagram illustrates different stakeholder types (e.g. project owner, internal/external customers, Project Manager, project management team, contractors, and subcontractors) and requirements within international projects.

    Special Aspects of International Projects

    • Scope creep is identified as a potential problem in international projects.
    • "Project Concept" is a critical countermeasure to prevent scope creep.
    • The assessment of stakeholder interests is a critical aspect of international project management.

    What do you need to consider to manage successfully international projects?

    • Adequate project team capabilities.
    • Smooth communication and supportive infrastructure.
    • Clear goal commitment and clarity of initial goals are essential factors.
    • Balancing common methodology with flexibility.
    • Project culture plays a crucial role in international projects.

    What is critical for success?

    • Critical factors for international project success include efficient communication.
    • Utilizing modern technology to connect globally dispersed teams efficiently.
    • Demonstrating sensitivity towards local cultural aspects.
    • Adaptability and flexibility of processes and procedures are needed to handle cultural variations, local demands, or constraints within and outside the project.

    International Project Management Challenges

    • Project management challenges in international projects are compounded due to global issues, cultural differences, and varied standards.
    • Considering differing standards in international project management, particularly legal systems, accounting standards, and regulations, is essential.
    • Varied cultural perspectives require specific attention in global project management.

    Case Study: Fight Against Global Pandemics

    • The COVID-19 pandemic is an international project that highlights the complexity and importance of international project management.

    Lesson 2 Project Kick Off & Cultural Frameworks

    • Understanding cultural differences in the initial project kick-off stage is essential to international project success.
    • This is the first stage for setting up a solid foundation for a global project's success.

    How to start a project?

    This section describes the key actions needed to start a project.

    Project Management: Different Stages

    • The traditional project management life cycle (Kick-off, Planning & Organization, Implementation & Control, and Project completion) is a framework for handling international projects.
    • This life cycle framework is helpful in planning international projects.

    What is happening at the start of an intern. project?

    • The project objective must be aligned with the organizational strategy when starting an international project.
    • Establishing stakeholder involvement and developing a precise schedule and budget are crucial to project success in this early stage.

    Questions to be answered at Project Kick-Off

    • Defining the project's targets, scale, and results.
    • Identifying internal and external team members.
    • Clarifying project procedures and processes.
    • Determining the project completion timeline and milestones.
    • Outlining the project's operating methods and resources for success.

    Checklist for kick-off preparation (1)

    • Stakeholders must have a clear stake in the project's success.
    • Ensuring widespread involvement and dedication in the project is critical.
    • Ongoing cultural sensitivity is essential.

    Checklist for kick-off preparation (2)

    • Prioritize proactive resource allocation during project organization.
    • Measuring pre-project conditions are valuable.

    Attention to scope management

    • The project manager's role includes stating clearly what the project is and is not intended to do.
    • Understanding stakeholder heterogeneity is important in scope definition.
    • Minimizing misunderstandings in international projects needs to be managed closely.

    SCOPE

    • Phase 1 will cover specific global areas like NA, APAC, key European markets and HQ.
    • Spend and Closed Loop Phases are outlined for the relevant period for the relevant countries.
    • Geographic breakdown of HQ, NA, APAC, and key European markets is included.

    Objectives

    • Using SMART criteria ("Specific, Measurable, Achievable, Realistic, and Timely") is helpful in setting project objectives for success.

    Defining Milestones

    • Milestones are pre-defined events toward project completion.
    • Milestones help in breaking down large projects and make them manageable sub-parts.
    • Clarity and communication about milestones within the project team are needed.

    Stakeholder Management Process (1)

    • Effective project management rests upon efficiently managing people.
    • This is even more crucial in international projects, where diversity is a key factor.

    Stakeholder Management

    • The stakeholder management matrix is relevant to understanding and managing project stakeholders.

    Stakeholder Management Process (2)

    • Identifying, empathizing with, mapping stakeholders, establishing communication plans, and paying attention to scope management are key to stakeholder management.

    Stakeholder Management Process

    • The three-step process of Analyze, Plan, and Implement is repeated throughout a stakeholder management plan, allowing for ongoing adaptation to changes and support.

    Example of Stakeholders in International Projects (1)

    • This slide provides examples of key stakeholder groups (e.g. leadership, shareholders, business units) and their input, influence, and participation in international projects.

    Example of stakeholders in International Projects (2)

    • Key constituencies like Governments, NGOs, corporations, consumers, and industry experts play crucial roles in international projects.

    Example of stakeholders in International Projects (3)

    • Regulatory bodies, media, and local communities are essential stakeholder groups influencing international projects.

    Mini Case : Irritations at the start of a project

    • This section is about a case where a project encountered issues in the beginning.

    What is culture?

    • Culture is defined as a system of values and learned norms shared by a group of people.
    • It provides orientations for members of a society by providing orientations for members.

    Different forms of culture

    • There are different forms of culture based on national, professional, and corporate culture.
    • The concept of national culture is important to international relationships.

    Overview of German Culture Standards (1)

    • German's cultural values related to equality (versus hierarchy), embracin (versus avoiding) risk, individual (versus group) orientations, universal (versus circumstantial) values are presented.

    Overview of German Culture Standards (2)

    • This slide continues the overview of German cultural values.

    Trompenaars model to map difference in national culture

    • The Trompenaars model illustrates differences in national culture regarding universalism vs. particularism, individualism vs. collectivism, neutral vs. affective, specific vs. diffuse, and sequential vs. synchronic.

    Communication Styles

    • The different types of communication such as High and Low context communication styles.

    The different "layers" of a stakeholder

    • The model shows a stakeholder's different facets (behavioural, national, communication, and cultural) that impact how they interact in a project context.

    Preparing to Face Your Counterpart

    • A map visualizing the relationship between emotional expressiveness and confrontation, differentiating people from various nationalities.

    Communication Styles based on Richard Lewis (1)

    • Different communication styles described by Richard Lewis (linear-world) are examined.

    Communication Styles based on Richard Lewis (2)

    • The "multi-world" communication style perspective of Richard Lewis is explained.

    Communication Styles based on Richard Lewis (3)

    • A further refinement of communication styles, in the context of "reactive-world" style, by Richard Lewis.

    Communication Styles Overview

    • Various cultural groups have differing communication patterns, categorized in three groups: Linear-active, Multi-active, and Reactive.

    Mini Case : Managing a customer in the Gulf region

    • This case study describes issues that may arise when managing clients geographically located in the Middle East.

    Introduction to Hofstede 5D

    • Hofstede's 5D model helps in understanding and analyzing cultural differences between countries by looking at five dimensions.

    Hofstede Cultural Dimensions

    • Understanding five cultural dimensions (Power Distance, Individualism, Masculinity, Uncertainty Avoidance, and Long Term Orientation) based on the Hofstede model as a tool to analyze cultural diversity in a clear way.

    Power distance

    • The range of difference between equality and power distribution is identified as power distance.

    Individualism

    • The importance of personal achievement and individual needs compared to group needs is understood as individualism.

    Masculinity

    • Masculinity is defined as the degree of competitiveness between gender roles.
    • The degree of competitiveness between gender roles is a factor to consider in international projects.

    Uncertainty Avoidance

    • The degree of tolerance for uncertainty in a specific culture is termed Uncertainty Avoidance.

    Long Term Orientation

    • Long-term orientation describes societies that value future rewards versus immediate gratification.
    • Short term orientation versus long-term orientation is an important factor.

    International Project Management Uses for Cultural Dimensions

    • Cultural dimensions can inform the selection of project participants to maximize project success.
    • The Hofstede Cultural Dimensions model helps assess the cultural fit of project participants.

    International Project Management Uses For Cultural Dimensions (2)

    • Knowledge and analysis of a nation's cultural dimensions can be useful in international project management.
    • Examples using specific countries (e.g., Australia, China) are useful.

    Close Alignment

    • The close alignment between the cultures of Australia and China in terms of masculinity is an important consideration.

    Reasonable Variances

    • Differences in uncertainty avoidance for countries like Australia and China are key considerations in managing projects in these cultures.

    Key Differences

    • Key differences between the cultures of Australia and China (Power Distance, Individualism, and Long Term Orientation) can complicate international projects.

    Power Distance (2)

    • When dealing with countries that have a high Power Distance, respect for seniority is important in project management.
    • The project management approach should account for existing hierarchical structures.
    • Managers should demonstrate respect for seniority levels in these countries.

    Individualism (2)

    • When dealing with individualistic cultures, recognizing individual contributions and preferences is crucial for engagement.
    • Fostering a collaborative environment needs careful consideration.

    Long Term Orientation (2)

    • Long-term oriented countries often prioritize long-term goals, requiring different strategies in international projects.
    • The project plan needs careful consideration of long-term factors.

    Considerations and Limitations

    • Hofstede's Cultural Dimensions model is a starting point for understanding cultural nuances but does not account for individual differences.

    Lesson 3 Managing Risk and Uncertainty in International Projects

    • This section focuses on challenges in managing risks inherent in international projects.

    Managing Risk, Uncertainty, Threat and Opportunity

    • A successful project manager sees difficulties in an opportunity, and vice-versa.

    What is risk in the context of project management? (1)

    • Risk in project management includes uncertain events with positive or negative impact on the success of the project.
    • Known-unknown risks can be anticipated, whereas unknown-unknown risks can arise during the project.

    What is risk in the context of project management? (2)

    • Risk assessment related to a global project involves analysis of factors like project management.
    • Wider external project environment is also considered in a risk assessment.
    • The local cultures where project members are rooted influence risk management.

    The impact of culture on risk management

    • In equality-oriented cultures, the entire team is involved in risk identification and counter-measures.
    • In hierarchy-oriented cultures only the Project Manager is responsible for risks.
    • Risk avoidance cultures tend to avoid unfamiliar situations, while risk-embracing cultures tend toward seeking risk.
    • Cultures that emphasize groups tend to rely on consensus in risk management.

    The risk management process

    • Project risk that can be anticipated should be planned for.
    • Identifying risk, analyzing impact, planning responses, monitoring and controlling is risk management.

    The Risk Management Process (2)

    • The risk management process is a cycle that continually assesses and prioritizes risks.
    • This slide summarizes the process and steps required for effectively managing project risks.

    Risk analysis (1)

    • Risk analysis involves the use of a probability and impact matrix to categorize and prioritize risks.
    • Stakeholder analysis is necessary for evaluating the impact of risks.

    Assessment of Risk Exposure

    • Calculating risk exposure through the product of risk probability and impact determines how substantial a risk is. This analysis helps in classifying issues as low probability and high impact (and vice-versa)

    Probability / Impact grid

    • The Probability / Impact grid is a matrix to illustrate the likelihood and impact of project risks.
    • The grid can help illustrate the significance and priority of specific risks.

    Summary of the risk profile

    • A scatter diagram that displays the aggregated project risk.

    Risk analysis (2)

    • Using color coding is a common method to categorize and manage risks.
    • Using color-coding in risk analysis allows for quick comprehension of risk level.

    Strategies to cope with foreseeable risk

    • There are five ways of dealing with foreseeable risk (Risk avoidance, Risk mitigation, Risk acceptance, Risk transfer, Risk absorption or pooling).

    Example of risk register

    • A template illustrating how to organize a risk register for a project to keep track of risks in international projects

    Risks & Mitigation Actions

    Exercise (discuss in small groups)

    Risk analysis (1)

    • Risk analysis using probability and impact matrix evaluates risk likelihood and impact on project objectives. This matrix provides a summary of risk propensity.
    • Categorizing risks (low, medium, high) or (insignificant, minor, moderate, major, horrible).

    Assessment of Risk Exposure = Risk Probability x Impact

    Planning International Projects : Time, Cost, Quality

    • This section discusses the planning process within the context of international projects, focusing on aspects of time, cost, and quality.

    Project Management: Different Stages

    • The cyclical nature of project management (initiating, planning, executing/controlling, and project completion) is a useful framework for international projects.

    Defining the International Project

    • The stages of initiating and outlining an international project are discussed.

    The "SMART" - Criteria

    • A structured approach to defining project aims (Specific, Measurable, Achievable, Realistic, and Timely)

    Goals from Customer's Point of View

    • This aspect of project management focuses on the views of customers to effectively plan for requirements.

    How to plan a international project?

    Planning is always difficult - especially for the future

    The challenge of planning an international project

    • Planning challenges in managing international projects (time, cost, quality aspects, factors in the international environment) are addressed.

    The Planning Process

    • The planning process considers time, scheduling, cost constraints, and quality objectives for international projects

    Cultural impact on planning

    Cultural gap tool for planning (1)

    Cultural gap tool for planning (2)

    Scheduling (1)

    • Scheduling processes include estimating duration of project activities, determining activity sequence, and optimizing sequencing to minimize project duration and overall duration.

    Scheduling (2)

    • Time measurement and minimizing duration are requisites for scheduling.

    The Work Breakdown Structure WBS (1)

    • The Work Breakdown Structure (WBS) organizes the entire project into smaller, more manageable pieces. It's helpful to structure any international project.

    The Work Breakdown Structure WBS (2)

    • Creating a scope for all project stakeholders.
    • Decomposing and detailing activities.
    • Constructing a detailed depiction of the project.

    The structure of node of a network diagram

    • The structure of a network diagram's components in relation to time and process.

    Estimating activity durations in an activity on arrow network diagram

    • Steps on creating a network diagram using examples of activities and durations.

    Particularities of scheduling international projects

    • Factors affecting scheduling (local adaptations, coordination, communication, training, public holidays, and other special days)
    • In international projects scheduling needs to consider additional time and variations.

    Adding Resources to Scheduling (1)

    • Sufficient financial and human resources to execute WBS activities.
    • Availability of qualified staff is critical for international projects.

    Adding Resources to Scheduling (2)

    • Staff planning in international projects involves scheduling, prioritization, additional time needed, and scope reduction.
    • Effective scheduling means that sufficient financial and human resources are available within the defined scope and time.

    Planning Cost (1)

    Planning Cost (2)

    Examples of Cost Components

    Particularities of International Projects regarding cost and time estimation

    Example of resource-loaded Gantt chart

    Planning cost

    • Cost planning activities, types of costs, and cost components are important in international projects.

    Example of Budget for International Project

    • A template illustrating a budget for an international project.

    CRM Project Japan - COST Breakdown

    • This shows how a spreadsheet can be used to track costs of resources within a project.

    Particularities of international projects regarding cost and time estimation

    Particularities of International Projects regarding quality planning

    • Quality planning considerations for complex international projects is important to ensure quality and consistency across all stages of the project,.
    • Establishing a consistent understanding of quality needs for all stakeholders, using clear and comprehensive specifications, and considering specific market needs in international projects is necessary.

    Chapter End Case: GAMING IN SPAIN (see Toledo)

    • Relevant factors for international projects (time, costs, and quality) are analyzed for success in this country-specific case.

    Organizing the International Project

    • This section focuses on how to organize to best execute international projects.

    The challenge of organizing an international project

    Selection of suitable project structure

    Example of a functional project structure

    Example of a 'projectized' structure

    Selecting the right project structure

    • Factors for choosing project structure (size, duration, strategic importance, novelty, integration need, environmental complexity, budget/time constraints, and project location) are discussed for managing international projects more effectively.

    Example of a matrix structure

    Cultural impact on project organization

    Internal and external co-ordination of an international project

    • Co-ordination mechanisms, both internal and external, are essential in international projects.
    • Contract management, and using established industry standards should be employed.

    Contracts in international projects

    Contracts as special forms of external co-ordination

    The RACI Matrix

    • The RACI Matrix is a tool for defining individual responsibilities for a specified project.

    Example of a responsibility matrix

    • An example of a matrix depicting roles and responsibilities in a global governance structure for information technology.

    Checklist for organizing international projects

    • A helpful list of points to remember for organizing and managing international projects.

    Implementing and Controlling International Projects

    • This section delves into the phases of implementing and controlling projects.

    Project Management Lifecycle

    • The cyclical nature of Project Management (initiation, planning, executing/controlling, and completion) needs to be understood in managing international projects.

    The challenge of implementing and controlling an international project

    • The efficiency and effectiveness of international project implementation depend on previous planning stage outcomes.
    • Regularly monitoring and adjusting the project plan in response to issues is also important to managing international projects successfully.

    Monitoring and controlling

    Monitoring tools and techniques

    • 'Hard' and 'soft' facts aspects of monitoring international projects are discussed

    Practical application of control methods.

    Controlling techniques (1)

    Example of traffic light tool

    R and D and production transfer from the UK to Germany

    Programme Dashboard

    Steering Committee Dashboard

    Global Projects status commentary

    Controlling techniques (2)

    Earned Value Analysis

    Automation of control by the use of expert systems

    Balanced Score Card

    Managing planned and unplanned change

    Example of issue log

    Lesson 8: Communicating in International Projects

    Communicating in international projects

    Process of Intercultural communication

    Language and communication

    Challenges of intercultural communication

    Communication styles

    Differences in communication styles

    Hall's (Edward T. Hall) concept of low-context and high-context cultures

    Cultural impact on communication

    Negotiations

    US negotiator profile

    Arab negotiator profile

    Russian negotiator profile

    Mini Case Study : Persuading Scandinavian team members

    Communication Styles based on Richard Lewis (1)

    Communication Styles based on Richard Lewis (2)

    Communication Styles based on Richard Lewis (3)

    Communication Styles Overview

    The choice of communication modes

    Determinants of media richness

    An overview of communication modes

    Communication guidelines for communication in virtual teams

    Communication governance

    Communication governance structure

    Example of communication matrix

    Basic communication guidelines for international projects

    Lesson 9 : Cooperation in International Projects

    The challenge of cooperating in international projects

    Cultural impact on cooperating in international projects

    The basis for effective co-operation in international projects: trust

    Trust building activities in international projects

    Behavioral elements to foster trust

    Ground rules for effective cooperation in international projects

    A major skill for effectively cooperating in international projects: conflict resolution

    Generic sources of conflicts

    Why do conflicts occur in international projects?

    Attitudes towards conflict

    Conflict resolution strategies

    Mini Case : Starting off on the wrong foot

    Managing heterogeneity

    Summary of elements of effective cooperation Effective cooperation (2).

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    IPM Prep PDF

    Description

    Test your knowledge on the fundamentals of planning international projects. This quiz covers essential tools, techniques, and organizational structures involved in effective project management. Evaluate your understanding of concepts such as Gantt charts, project cycles, and matrix organizations.

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