Global Project Management

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Similarities and Differences between Domestic and Global Project Management. Global business practices are becoming increasingly common both for large multi-national organizations as well as small domestic businesses. Many businesses outsource work to other countries or contract people of organizations globally to complete project work or provide offshore services (Eberlein, 2008, p. 27). A better understanding of how to manage global projects is important to the body of knowledge about project management. The purpose of this study is to explore the similarities and differences between domestic and global project management. The research questions used to guide this study are 1. In what ways are domestic and global projects similar and different? 2. What are some mediating variables that contribute to global project failure or success? Domestic Project Management

In the United States the Project Management Institute (PMI) project management body of knowledge (PMBOK) and the Association of Project Manager’s (APM) body of knowledge (bok) are used as guides for planning and controlling projects (Burke, 2001). According to the PMBOK a project is “a temporary endeavor undertaken to create a unique product or service. Temporary means that every project has a definite end. Unique means that the product or service is different in some distinguishing way from all similar products or services” (PMBOK as cited in Burke, 2001, p. 2). All projects share the same basic components: (a) a project manager or single individual responsible for the outcome of the project, (b) a beginning and an end, (c) distinct phases, budget of allocated financial and physical resources, (d) unique set of activities specific to the project, (e) fast tracking to getting product or process completed before the competition, and (f) identification of team member roles and responsibilities (Burke, 2001). The role of the project manager is “to set up a management structure which not only meets the needs of the project, but the needs of the organization, the needs of the stakeholders and the needs of the individuals working on the project” (Burke, 2001, p. 1). Projects range in size and scope from small domestic projects to large multi-national global projects. The first, and often critical task of the project manager is to identify the stakeholders of the project and what their needs and expectations are in relation to the purpose and the scope of the project (Kerzner, 2003). According to the PMBOK, there are nine components that the project manager must consider: (a) integration, (b) time, (c) quality, (d) scope, (e) cost, (f) human resource management, (g) communication, (h) procurement, and (i) risk. This involves the project manager articulating what has to be completed in order for the project to be a success. This includes outlining how long the project will take, how much it will cost, what resources are needed, and what technical or subject matter experts are needed. Prior to implementation, the project manager works with others on the project team to develop a plan and how it will be implemented. Throughout the planning, implementation, and completion phases, the project manager is responsible for managing techniques and tools used as well as integrating, monitoring and maintaining the process and personnel from concept to completion of project objectives (Burke, 2001). Project integration involves the planning, execution, and control of the project and how the inputs from different knowledge and technical experts will be coordinated (Kerzner, 2003). Project scope management involves ensuring that all the tasks required for the project are defined, the resources required are identified, and controlling processes are in place (DeLone et al., 2005). Project cost management includes understanding budget allocation and restrictions and planning how resources will be used, cost estimates and budgeting, cash-flow and control. Project quality management...
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