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project management
International Project Management 1st Edition Kathrin Koster - Solutions
describe the main relevant cost components and their specifics in international projects
turn a Work Breakdown Structure into an Activity on the Arrow Network Diagram create a Gantt chart, and a resource loaded Gantt chart
conceive methods to estimate time duration and sequencing activities
understand the cultural impact on planning
discuss the planning cycle for an international project
2 Create a risk register of this project in the third stage of the risk management process (a risk register with a classification of risks, risk triggers, assumptions, risk owners, and contingency plans). Note: For some categories, there is no information available or only limited information?
1 What risks can you identify?
6 Does your personal attitude towards risk concur with the scores given? If not, what might be the reasons for the deviation?
5 Look for the uncertainty avoidance scores for your national culture on Hofstede’s webpage (www.geerthofstede.com).
4 Reflect about risk. Do you see it as something positive or negative?
3 What do you think of corruption as a special risk related to international projects? How would you deal with it?
2 What is the correlation between risks and international project management?
1 How would you structure risks?
5 What risks did the Japanese project manager have to consider?
4 A cost/land conveyor is used to cross-check cost-estimations, and to monitor project milestones. On a need basis, the bank pays personal visits to the construction site to check the progress of the construction work?
3 Standards for risk mitigation are strictest in emerging markets. A building project, for instance, will be only financed if 30–50 per cent of the space of the building is rented out at the point in time of the loan payment.
2 The policy is to have a contract with one single contractor, at a guaranteed maximum price.
1 Before the loan for an international infrastructure project is granted, it is important to consult with local lawyers, for instance to check property rights. Does the land belong to the people who claim it belongs to them? In some transformation economies, the situation can be unclear due to
elucidate how to manage uncertainty in an international project.
discuss corruption as a special area of risk in international projects
understand risk response strategies in international project management
use tools and techniques to prioritize risks
apply models to identify risks
explain the risk management cycle
differentiate between foreseeable risks and emergent risks
discuss the nature of risk in an international project
grasp the concept of a project
comprehend the main characteristics and components of project management
identify the major project stakeholders
understand the concept of a program
know the historical development and theoretical underpinnings of project management
assess the constraints of project management methods
differentiate between a ‘standard’ project and an international project
elucidate the characteristics of international projects
discuss the key success criteria for the management of international projects.
1 Identify the purpose of the international projects mentioned above.
2 What main stakeholders can you identify in the various projects?
3 Which risks can you identify?
1 What factors contribute to a successful project?
2 What factors lead to consistently successful projects?
1 Where do you see the main differences between a ‘standard’ and an international project?
2 In your opinion, what can impede the successful management of an international project?
3 How helpful are global standards for international project management?
1 Assuming that the same characteristics apply to a program and project: what are the characteristics of the Global Avian Influenza Program which make it an international program?
2 Who are the main stakeholders in the Global Program on Avian Influenza?
3 What are the key success criteria for this international program?
explain the concept of strategy and strategic management
discuss the relationship between strategy and international projects
describe program management and its relevance for international project management
understand the concept of project portfolio management
explain the tasks of a project management office
discuss project management maturity models
characterize organizational cultures conducive to effective international project management
explain the concept ‘managing by projects’.
1 Strengthening the scientific and technological bases of industry in the European Union
2 Ensuring the international competitiveness of European organizations.
1 Life sciences, genomics, and biotechnology for health
2 Information society technologies
3 Nano-technologies and nano-sciences, knowledge-based functional materials, new production processes and devices
4 Aeronautics and space
5 Food quality and safety
6 Sustainable development, global change and ecosystems
7 Citizens and governance in a knowledge-based society
1 Selection and prioritization of projects
2 Management of the projects within the portfolio by monitoring target achievement.
1 Competition from electronic toys has been increasing dramatically
2 Competition from East Asian manufacturers
3 New product developments needed to be launched on the market much quicker as consumers are becoming more demanding
4 Pressure from the retailers for better service and delivery liability.
1 Identify the project management maturity level against the 5-level maturity model introduced above. Give reasons for your categorization.
2 Discuss the special challenges a multinational corporation like Ericsson faces in developing a greater project management maturity.
1 Where do you see challenges for international organizations to introduce program and project portfolio management?
2 What kind of organizational culture is conducive to efficient project management, especially in an international context?
3 In your opinion, does it make sense to strive for a project-based organization?
conceive the main inputs and outputs of the project initiating phase
comprehend the main components of a project proposal
explain the process of scope management in an international context
define and create milestones
apply a Work Breakdown Structure
understand the concept of stakeholder management in an international context
grasp the concept of cultural diversity
conceive two commonly used national cultural frameworks
apply the cultural gap tool
use the diversity-complexity assessment (DCA).
When are important decisions made?
When will work packages with an impact on the master schedule be started or terminated?
When will work packages affecting cost be started or completed?
When will major deliverables which affect key project objectives be started or completed?
When will an extremely risky work package be started or completed?
When will tests that affect project success be carried out?
When will a sub-project be started or completed?
1 Identify the stakeholders or stakeholder groups with an interest in the project.
2 Specify the nature of each stakeholder’s interest.
3 Assess each stakeholder’s level of influence or power on the project and its related decision-makers.
4 Manage the response to that interest minimizing any potential negative impact on the project.
1 What went wrong in terms of stakeholder management?
2 Compare the task of the initiating phase discussed in this chapter with the activities in the case. What should the organization improve?
3 What are the causes of the frustration? Base your answer on stakeholder management issues and cultural issues.
1 What are the most important tasks to be accomplished in the project initiating phase of an international project?
2 What kind of cultures do you have knowledge of, and how would you characterize them?
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