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(R) 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.)
About the Author: 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.
