Anantatmula & Thomas

PAPERS

Managing Global Projects: A Structured
Approach for Better Performance
Vittal Anantatmula, College of Business, Western Carolina University, Cullowhee, NC, USA
Michael Thomas, College of Business, Western Carolina University, Cullowhee, NC, USA

ABSTRACT ■
The purpose of this research effort is to develop a model for improving the performance of global projects using the underlying relations among the important enablers and barriers of global project performance. A number of factors are identified in the study, using a literature review to develop the model. A survey was used to determine the impact of these factors on global project performance. The model suggests different management practices for global projects versus traditional, co-located projects. Different from the outcomes of traditional projects, research results suggest that leadership and establishing trust is a first step in the initial stages of the global project.

KEYWORDS: global projects; virtual teams; interpretive structural modeling; project performance factors; enablers and barriers of global projects

INTRODUCTION ■ n this global environment of intense competition, to realize and sustain competitive advantage, organizations must place importance on how they practice project management (PM). Specifically, it is critical, in the context of global projects and geographically dispersed project teams, to integrate information technology (IT) tools and manage cultural differences in dealing with project risk and complexity with a focus on improving efficiency, effectiveness, and innovation.
A review of journals and publications provides ample evidence of research interest in global projects. However, only a few research studies focus on identifying enablers and barriers of global projects and implementing them successfully (Dodson, 1998; Grosse, 2002; Jarvenpaa & Leidner,
1999; Lientz & Rea, 2003; Nidiffer & Dolan, 2005; Sarker & Sahay, 2002). None
of

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