Project managers leading international projects must deliver value and align the project outcomes to the wider strategic goals of the organization. However, they are faced with the challenges of cross cultural communication and behavioural differences, large-scale and technically complex projects involving multiple stakeholders, and slow decision making when speed is of the essence. Leading International Projects helps overcome these challenges by taking a holistic approach, drawing on systemic, behavioural and psychological perspectives to build team trust, communicate to avoid misunderstanding and conflict, and identify and minimize risk of derailment. It provides a practical toolbox for successfully managing international projects.
Leading International Projects provides case studies from experienced project professionals working internationally, each offering deep insights into the challenges of cross-border projects and practical ideas on how to lead successfully. It presents the experiences of consultants and senior project management professionals and their reflections on projects that they ran. Practical guidance on managing the complex dynamics of international projects is provided through individual, team and organizational diagnostic and development tools. Online supporting resources include lecture slides, a further reading list and research papers on culture and international projects and on hard or soft skills.
Bob Dignen is a trainer, facilitator and coach, and Director of York Associates where he delivers intercultural skills programmes and international team and leadership communication seminars to clients. Peter Wollmann is Global Program Manager, Vision 2020 and Head of Strategic Change Management, BU Germany.
Chapter - 1: Consumer insights;
Chapter - 2: The Italian creative network;
Chapter - 3: Financial incentives in international projects: Can money buy commitment and drive performance;
Chapter - 4: Distilling experience: A career in international projects;
Chapter - 5: The Nordic leadership study tour to India;
Chapter - 6: A global regulatory-driven program in a large insurance company;
Chapter - 7: An iterative evaluation of an online class to increase inclusion of international learners in an online forum;
Chapter - 8: Implementation of a global performance management system;
Chapter - 9: Global offensive: Project management within 150 days;
Chapter - 10: A tale of David and Goliath: Storytelling in projects;
Chapter - 11: Setting up a RTGS (Real Time Gross Settlement) system in a Latin American context;
Chapter - 12: Strategic business expansion;
Chapter - 13: Making the case for a coaching approach to IT projects which implement substantial change;
Chapter - 14: Project fan club: An effective means to achieve a performance boost in projects;
Chapter - 15: E-learning product development with a virtual team;
Chapter - 16: Global wine and global leadership - A striking analogy;
Chapter - 17: Dialogue in Montalcino;
Chapter - 18: Conclusion: Looking to the future of international project management