List of Figures xii
List of Tables xv
List of Snapshots xvi
List of Minicases xvii
List of Abbreviations xviii
Preface xxii
Acknowledgements xxvi

1 Introduction to International Project Management 1
1.1 Introduction 2
1.2 What is a project? 3
1.3 What is project management? 5
1.4 Who are the main project stakeholders? 7
1.5 What is a program? 9
1.6 Where does project management come from, and
where does it go to? 9
1.7 What are the main differences between a ‘standard’ and an international project? 12
1.8 What are the characteristics of an international project? 16
1.9 What determines the success of international project management? 20
1.10 What is the structure of this textbook? 23
Summary 27
Key terms 28
Review tasks 29
Chapter end case: Global fight against pandemics 29
Further reading 32

2 The Context of International Projects in Terms of Organizational Strategy and Culture 33
2.1 Introduction 34
2.2 Strategy and strategic management 35
2.3 The relation between strategic management and projects 37
2.4 Program management 38
2.5 Program organization 41
2.6 Project portfolio management 42
2.7 The project management office 45
2.8 Project management maturity models
2.9 Organizational culture 50
2.10 Management by projects 55
Summary 57
Key terms 57
Review tasks 58
Chapter end case: Going east 58
Further reading 61

3 Defining the International Project 62
3.1 Introduction 63
3.2 The start of a project 64
3.3 Project proposal 64
3.4 Managing the scope of an international project 65
3.5 Defining milestones 68
3.6 Creating a work breakdown structure 70
3.7 Managing the international project stakeholders 74
3.8 Mapping the cultural context 78
3.9 Culture frameworks 81
3.10 The cultural gap tool 89
3.11 Diversity-complexity-assessment 89
Summary 92
Key terms 92
Review tasks 93
Chapter end case: The never ending story 93
Further reading 96

4 Managing Risk and Uncertainty in an International Project 97
4.1 Introduction 98
4.2 The nature of risk 99
4.3 Risk and culture 100
4.4 The risk management process 100
4.5 Identification of risk 103
4.6 Risk analysis 111
4.7 Planning for risk 113
4.8 Risk monitoring and controlling 116
4.9 Corruption as a special risk in international projects 117
4.10 Managing uncertainty 119
Summary 123
Key terms 123
Review tasks 124
Chapter end case: Cost in India 124
Further reading

5 Planning the International Project in Terms of Time, Cost, and Quality 127
5.1 Introduction 128
5.2 The planning process 128
5.3 Cultural impact on planning 129
5.4 Scheduling 132
5.5 Adding resources to scheduling 142
5.6 Planning cost in the project budget 146
5.7 Planning for quality in international projects 152
Summary 155
Key terms 155
Review tasks 156
Chapter end case: Gaming in Spain 156
Further reading 159

6 Organizing the International Project 160
6.1 Introduction 161
6.2 Forms of project structures 161
6.3 Cultural impact on project organization 168
6.4 Internal project co-ordination 171
6.5 External project co-ordination 174
6.6 Organizing communication from a structural point of view 177
6.7 Responsibility in organizational structures 179
6.8 Specifics of responsibility in international projects 182
Summary 183
Key terms 184
Review tasks 185
Chapter end case: Good structure pays off 185
Further reading 188

7 Implementing and Controlling International Projects 189
7.1 Introduction 190
7.2 Main tasks and output of the implementation phase 190
7.3 Cultural impact on monitoring and controlling 192
7.4 Tools and techniques for monitoring international projects 195
7.5 Tools and techniques for controlling international projects 201
7.6 Analysis of controlling results 209
7.7 Managing change 210
7.8 Managing claims 212
Summary 213
Key terms 213
Review tasks 214
Chapter end case: Connecting the world in Hong Kong 214
Further reading 218

8 Leading International Projects 219
8.1 Introduction 220
8.2 Cultural impact on leadership and motivation 221
8.3 Leadership types and requirements in an international context 225
8.4 Competencies of the international project manager 227
8.5 Main roles and tasks of the international project manager 234
8.6 Building the international team at the project start 239
Summary 242
Key terms 242
Review tasks 243
Chapter end case: Towards project management maturity 243
Further reading 246

9 Communicating in International Projects 247
9.1 Introduction 248
9.2 Communication in international projects 248
9.3 Language and communication 249
9.4 Cultural differences in communication styles 254
9.5 Negotiations as a special communication situation 259
9.6 The choice of communication modes 262
9.7 The use of communication technology 264
9.8 Communicating in purely virtual teams 267
9.9 Communication governance 268
9.10 Selected specifics of communication in international projects 274
Summary 274
Key terms 275
Review tasks 276
Chapter end case: The Software deal 276
Further reading 279

10 Co-operating in International Projects 279
10.1 Introduction 280
10.2 Culture and co-operation 280
10.3 Establishing trust 281
10.4 Ground rules for co-operation 287
10.5 Effective conflict management 288
10.6 Managing heterogeneity 297
10.7 Elements of effective co-operation
Summary 299
Key terms 300
Review tasks 301
Chapter end case: Two continents – two worlds? 301
Further reading 305

11 Learning in and Learning from International Projects 306
11.1 Introduction 307
11.2 Organizational learning and knowledge management 308
11.3 Cultural embeddedness of learning 312
11.4 Problems of learning in and from international projects 314
11.5 Methods of project learning 319
11.6 The phase of project completion 328
11.7 Fostering project learning in an international context 330
11.8 The learning organization and international project management 332
Summary 333
Key terms 333
Review tasks 334
Chapter end case: Two continents – one world! 334
Further reading 336
Glossary 337
References 343
Index