PROJECT MANAGEMENT A GLOBAL PROCESS

Project management a Global Process



Project Management a Global Process

Chapter I

Introduction

In the last two decades, the convergence of expertise developments and a number of other factors created a shrinking world, and an expanding global economy. Specifically, expertise has competently decreased the size of our world in terms of accessibility. International collaborations and global projects have become attractive to companies that are seeking to expand their business horizons as these technological advances directed to creation of new markets and new customer demands thereby alluring many aspiring organizations. To successfully manage the ensuing affray, organizations are compelled to evolve products and services faster, cheaper, and better in alignment to sustain or increase comparable advantage in the global marketplace.

 

Purpose of Study

This study aims to propose a information management process form for global projects. The paper also seeks to generate interest among academic researchers for undertaking farther research on this important topic.

 

 

Research Questions

What are the task management processes of the partnering organizations?

How many distinct cultures are present in the task team?

Is training of task personnel is beneficial to manage cultural differences?

 

Rationale

The study is an attempt to suggest a information management process that meets both internal and external goals and challenges. It aims to develop interest in the study community for undertaking a detailed and comprehensive study on this topic. It furthermore aspires to serve as a base for future investigations.

 

Chapter II

Literature Review

The global finances are impacting the way organizations manage their institutional knowledge; a departure from the standard business practices and traditional organizational structures has become necessary. For instance, sharing information and information has become necessary for organizations to manage international collaborations and global projects effectively. In the process, organizations share important information with their strategic partners worldwide. Further, global projects supply opportunities to learn from each other and enhance their information base.

However, information sharing in international collaborations and global projects is not without pitfalls. From an enterprise l standpoint, organizational information that is proprietary - a critical resource for creating and sustaining comparable advantage, as competitors cannot easily replicate it - will no longer restrict inside organizations. From an individual standpoint, a person would not like share her proprietary information unless rewards outweigh the seen value of the knowledge. Thus, it becomes a challenge to retain the comparable for demonstration of organizations while participating in global projects. Organizations will have to make the distinction between the centre comparable information that needs to be retained inside and other relevant information that is necessary to share for productive collaboration and successful culmination of global projects. Further, employed conditions and communication systems of virtual teams exacerbate an individual's lack of willingness to share knowledge. Compounded with these challenges, organizations face another significant challenge of managing cultural diversity as the cultural differences present obstacles to productive information management in these global projects.

 

Knowledge and data management (KM)

It is broadly identified that information is a key financial resource. Specifically, information sharing and the resultant new information creation and innovation are critical for organizations to become ...