Defining the International Project

1. Defining the International Project Chapter 3

2. What is happening at the start of an international project? • With reference to the project management life cycle, we are in the initiating phase. • The project starts with an idea, a customer demand, a bid issued by a government or other opportunities. • As each international project is unique, creativity is important at this stage. Special techniques are helpful (see companion website). • The project objective has to be in line with the organizational strategy. • It is extremely important for the overall project success, that the scene is set well at this stage of the project. • This is especially true for stakeholder involvement, and the accuracy of the first rough schedule and budget.

3. Initiating Phase: Input, Output, Controls and Mechanisms Controls: Organization‘s project mgmt standards/ procedures Constraints: strategic, financial, time, legal, cultural, environmental, ethical Output (deliverables) Input Initiating Phase Mechanisms: Tools & techniques (e.g. fishbone diagram)for concept development • Organization’s Strategy • Customer’s Requirements • Market Demand • Opportunities Provided • by Globalization • Scope Statement • Scope Acceptance • Project Proposal • Stakeholder Matrix • Culture Gap Analysis • Diversity-Complexity- • Assessment 3

4. Attention to scope management • The project manager has to clarify from project start as clearly as possible what the project should do, and what it should not do. • Due to the heterogeneity of the stakeholders in an international project, special care is due related to scope definition. • The danger of differences in associations, attached meanings and general misunderstandings is high. • The SMART tool may be helpful: • S = Specific • M = Measurable • A = Attainable • R = Realistic or Relevant • T = Tangible or Time bound

5. Defining milestones • A milestone is a major pre-defined event that represents measurable accomplishment toward the project’s completion. • Milestones need to be passed in order to continue with the project. • They divide the project into more manageable sub-parts. • Milestones are defined at the beginning of the project. • It is important to formulate them as clearly as possible. • It is also important to communicate them well within the project team.

6. The Work Breakdown Structure (WBS) • The milestones are typically the pillars of the so-called Work Breakdown Structure. • It structures the entire project into little, manageable chunks. • The WBS creates a linked, hierarchical series of activities, which are independent units but at the same time part of the whole. • The Work Breakdown Structure typically looks like a tree diagram (see companion website). It can also take the form of a check list. • The process is as follows: • State the project scope and make sure that all stakeholders have the same understanding. • Decompose the project into major elements of work. • Decompose each level one work element into detailed tasks. • Write a task description for each task. 6

7. Mapping cultural project context • Among others, international projects are characterized by diversity and complexity. • This is largely due to cultural heterogeneity. • Major stakeholders need to be understood as well as possible, including their social identity. • All stakeholders’ behaviour is embedded in context. • An important part of context in international projects is local or national culture, organizational culture, and professional culture as outlined in the next slide. 7

8. Professional/ Functional Culture National Culture Sub-culture Sub-culture Sub-culture Organizational Culture (Corporate culture) Sub-culture Sub-culture Cultures with impact on international projects Individual(human nature, personality) 8

9. 1. Power Distance 2. Uncertainty Avoidance 5. Long-term versus Short-term Orientation 4. Masculinity versus Femininity 3. Individualism versus Collectivism Hofstede‘s model to map differences in national culture 9

10. Universalism Particularism Specific Diffuse Future orientation Past orientation Achievement Aspiration Sequential Synchronic Internal locus of control External locus of control Trompenaars‘ model to map differences in national culture Communi-tarianism Individualism Neutral Affective 10

11. Managing risk and uncertainty (4) Defining & planning the project (3, 5) Organizing the project (6) Leading and managing the team (8) Communicating (9); Co-operating (10) Matching strategy with projects (2) Defining the project (3) Planning the project (5) Implementing & controlling the project (7) Learning (11) Managing risk (4) Organizing the project (6) Implementing & controlling (7) Motivating and leading the team (8) Communicating (9); Co-operating (10) Learning (11) Individual Equality Embracing Risk Universal Hierarchy Avoiding Risk Group Circumstan-tial Defining the project (3) Managing risk and uncertainty (4) Planning the project (5) Organizing the project (6) Implementing & controlling the project (7) The Cultural Gap Tool to systematically analyse the national culture environment of international projects (1) The figures in brackets (this slide and next) indicate the book chapters in which the topics are mainly discussed. 11

12. Defining scope (3) Leading and managing the team (8) Communicating (9); Co-operating (10) Managing stakeholders (3) Planning the project (5) Implementing & controlling (7) Leading and managing the team (8) Learning (11) Planning the project (5) Organizing the project (6) Implementing & controlling (7) Motivating and leading the team (8) Planning the project (5) Executing & controlling the project (7) Learning (11) Defining the project (3) Planning the project (5) Implementing & controlling (7) Sequential Theoretical Achievement Conflict Task Pragmatic Standing / Status Relationship Consensus Synchronic The Cultural Gap Tool to systematically analyse the national culture environment of international projects (2) 12