{"product_id":"international-project-management-isbn-9780470578827","title":"International Project Management","description":"\u003cb\u003eThe theory, practice, and example projects of international project management\u003c\/b\u003e \u003cp\u003eA Singaporean corporation builds a manufacturing facility in Cambodia, with a Chinese partner, a Cambodian government agency, and value chain organizations in Germany, Morocco, Vietnam, and Brazil.\u003c\/p\u003e \u003cp\u003eA Russian charity operates in the Balkans and the Persian Gulf. Pharmaceuticals and food come from ten different countries, physicians are from the EU and Russia, and donations are from Central Asia and the subcontinent.\u003c\/p\u003e \u003cp\u003eA transnational organization markets through divisions in eighty-two countries. The products are designed in Italy, Sweden, and France, with customization done in each respective country.\u003c\/p\u003e \u003cp\u003eInternational projects involve a complex network of cultures, politics, laws, languages, and resources that goes beyond the traditional training and experience of most project managers. International Project Management examines the different dimensions and responsibilities of international projects, and outlines what a project manager must know to lead global projects successfully. It also provides guidelines and examples for the international project management processes.\u003c\/p\u003e \u003cp\u003eThis book explores the professional best practices of international projects, emphasizing the importance of leadership skills and virtual teamwork to successfully navigate an international project. Along with discussions on the process groups, such as initiating, planning, execution, monitoring and controlling, and closing out, this reference is organized according to these knowledge areas:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eIntroduction to international project management\u003c\/li\u003e \u003cli\u003eIntegration management\u003c\/li\u003e \u003cli\u003eHR management (Diversity \u0026amp; Communications)\u003c\/li\u003e \u003cli\u003eScope management\u003c\/li\u003e \u003cli\u003eCost and progress management\u003c\/li\u003e \u003cli\u003eRisk management\u003c\/li\u003e \u003cli\u003eTime management\u003c\/li\u003e \u003cli\u003eCustomer satisfaction (Quality)\u003c\/li\u003e \u003cli\u003eProcurement management\u003c\/li\u003e \u003cli\u003eCPE in the future\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eIntegrating the PMBOK® Guide\u003c\/i\u003e—Fourth Edition, and the ICB, International Project Management provides international project managers, whether experienced or beginners, with the high cross-cultural intelligence, creative communication skills, ability to establish and maintain dependable project management processes, and compelling curiosity to manage international projects successfully.\u003c\/p\u003e \u003cp\u003e(PMBOK is a registered mark of the Project Management Institute, Inc.)\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Framework 9\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 International Project Manager 9\u003c\/p\u003e \u003cp\u003e2.2 Standards 13\u003c\/p\u003e \u003cp\u003e2.3 International Environment 15\u003c\/p\u003e \u003cp\u003e2.3.1 Globalization 18\u003c\/p\u003e \u003cp\u003e2.3.2 Sustainability 21\u003c\/p\u003e \u003cp\u003e2.3.3 International Ethics 26\u003c\/p\u003e \u003cp\u003e2.3.4 Laws and Regulations 31\u003c\/p\u003e \u003cp\u003e2.3.5 Competition and Value Chains 34\u003c\/p\u003e \u003cp\u003e2.3.6 Virtual Environment 40\u003c\/p\u003e \u003cp\u003e2.3.7 Multiple Cultures 42\u003c\/p\u003e \u003cp\u003e2.3.8 Human Resources 44\u003c\/p\u003e \u003cp\u003e2.4 International Organizational Structures 48\u003c\/p\u003e \u003cp\u003e2.4.1 Collaborative Project Enterprise 50\u003c\/p\u003e \u003cp\u003e2.5 Managing Change 54\u003c\/p\u003e \u003cp\u003e2.6 Knowledge Management 58\u003c\/p\u003e \u003cp\u003e2.7 International Project Structures 61\u003c\/p\u003e \u003cp\u003e2.8 Financing 63\u003c\/p\u003e \u003cp\u003e2.9 Summary 68\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Project Basics 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Participants 71\u003c\/p\u003e \u003cp\u003e3.1.1 International Project Manager 73\u003c\/p\u003e \u003cp\u003e3.1.2 Stakeholders 76\u003c\/p\u003e \u003cp\u003e3.1.3 Society and Government 80\u003c\/p\u003e \u003cp\u003e3.2 Project Life Cycle 81\u003c\/p\u003e \u003cp\u003e3.2.1 Selection 83\u003c\/p\u003e \u003cp\u003e3.2.2 Initiation and Planning 85\u003c\/p\u003e \u003cp\u003e3.2.3 Execution and Control 88\u003c\/p\u003e \u003cp\u003e3.2.4 Close-out 93\u003c\/p\u003e \u003cp\u003e3.2.5 Warranty and Operations 95\u003c\/p\u003e \u003cp\u003e3.3 Contracting Environments 95\u003c\/p\u003e \u003cp\u003e3.4 Public-Private Partnerships 98\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Leading Diversity (Human Relations and Communications) 101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Cross-Cultural Leadership Intelligence 101\u003c\/p\u003e \u003cp\u003e4.1.1 XLQ Model 102\u003c\/p\u003e \u003cp\u003e4.1.2 Trust 107\u003c\/p\u003e \u003cp\u003e4.1.3 Conflict Management 111\u003c\/p\u003e \u003cp\u003e4.1.4 Power 120\u003c\/p\u003e \u003cp\u003e4.1.5 Empathy 125\u003c\/p\u003e \u003cp\u003e4.1.6 Transformation 128\u003c\/p\u003e \u003cp\u003e4.1.7 Communication 131\u003c\/p\u003e \u003cp\u003e4.1.8 Culture 146\u003c\/p\u003e \u003cp\u003e4.1.9 Virtual Teams 154\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Integration Management 159\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 CPE Structure 159\u003c\/p\u003e \u003cp\u003e5.1.1 Partnerships, Joint Ventures, and Alliance Agreements 160\u003c\/p\u003e \u003cp\u003e5.2 CPE Project Charter 163\u003c\/p\u003e \u003cp\u003e5.2.1 Lead Project Manager 164\u003c\/p\u003e \u003cp\u003e5.2.2 Stakeholder Analysis 167\u003c\/p\u003e \u003cp\u003e5.2.3 Customer Goals and Objectives 173\u003c\/p\u003e \u003cp\u003e5.2.4 Initial Project Budget and Duration 175\u003c\/p\u003e \u003cp\u003e5.3 Governance and Ethics 178\u003c\/p\u003e \u003cp\u003e5.4 CPE Project Management Plan 180\u003c\/p\u003e \u003cp\u003e5.4.1 Disputes 182\u003c\/p\u003e \u003cp\u003e5.4.2 Cultural Norms for the Project 184\u003c\/p\u003e \u003cp\u003e5.5 Joint Project Planning Meetings 186\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Scope Management 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Developing a Project Scope 191\u003c\/p\u003e \u003cp\u003e6.2 Developing a Work Breakdown Structure 197\u003c\/p\u003e \u003cp\u003e6.2.1 Step 1: Organizational WBS 197\u003c\/p\u003e \u003cp\u003e6.2.2 Step 2: Value Chain WBS 210\u003c\/p\u003e \u003cp\u003e6.2.3 Step 3: Partner WBS 213\u003c\/p\u003e \u003cp\u003e6.2.4 Step 4: CPE WBS 219\u003c\/p\u003e \u003cp\u003e6.3 Scope Change Control 224\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Cost and Progress Management 231\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Cost and Currency Standards 231\u003c\/p\u003e \u003cp\u003e7.2 Project Contingency 232\u003c\/p\u003e \u003cp\u003e7.3 Accuracy of EAC 236\u003c\/p\u003e \u003cp\u003e7.4 CPE Work Packages 238\u003c\/p\u003e \u003cp\u003e7.5 Cost Updating and Change Control 239\u003c\/p\u003e \u003cp\u003e7.6 Physical Progress 242\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Risk Management 249\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Organizational Project Risk Plan 249\u003c\/p\u003e \u003cp\u003e8.2 Project Risk Identification and Analysis 256\u003c\/p\u003e \u003cp\u003e8.2.1 Organizational Risk Register 259\u003c\/p\u003e \u003cp\u003e8.2.2 Partner Risk Register 264\u003c\/p\u003e \u003cp\u003e8.2.3 Value Chain Risk Register 266\u003c\/p\u003e \u003cp\u003e8.2.4 CPE Risk Register 268\u003c\/p\u003e \u003cp\u003e8.3 Project Risk Fund and Monitoring 270\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Time Management 273\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 Some Essentials 273\u003c\/p\u003e \u003cp\u003e9.2 Float, Ethics, and Leadership 279\u003c\/p\u003e \u003cp\u003e9.3 Developing a CPE Schedule 285\u003c\/p\u003e \u003cp\u003e9.3.1 Step 1: Organizational Schedule 285\u003c\/p\u003e \u003cp\u003e9.3.2 Step 2: Value Chain Schedule 288\u003c\/p\u003e \u003cp\u003e9.3.3 Step 3: Partner Schedule 289\u003c\/p\u003e \u003cp\u003e9.3.4 Step 4: CPE Schedule 291\u003c\/p\u003e \u003cp\u003e9.3.5 CPE Example 294\u003c\/p\u003e \u003cp\u003e9.4 Schedule Updates and Change Control 296\u003c\/p\u003e \u003cp\u003e9.4.1 Getting the Project Started 297\u003c\/p\u003e \u003cp\u003e9.4.2 Changes in Logic 299\u003c\/p\u003e \u003cp\u003e9.4.3 Changes in Performance Calculation 300\u003c\/p\u003e \u003cp\u003e9.4.4 Scope Changes 302\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Quality Management—Customer Satisfaction 305\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 What is Quality? 305\u003c\/p\u003e \u003cp\u003e10.2 Project Management Quality Standards 310\u003c\/p\u003e \u003cp\u003e10.3 Project Management Quality Plan 313\u003c\/p\u003e \u003cp\u003e10.3.1 Product Quality Aspects 314\u003c\/p\u003e \u003cp\u003e10.3.2 Service Quality Aspects 318\u003c\/p\u003e \u003cp\u003e10.3.3 CPE Quality 323\u003c\/p\u003e \u003cp\u003e10.4 Monitoring and Control 325\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Procurement Management 327\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e11.1 The Basics 327\u003c\/p\u003e \u003cp\u003e11.2 Technical Conditions 330\u003c\/p\u003e \u003cp\u003e11.3 Legal Conditions 333\u003c\/p\u003e \u003cp\u003e11.4 Structures and Strategies 345\u003c\/p\u003e \u003cp\u003e11.5 Bidding and Negotiations 348\u003c\/p\u003e \u003cp\u003e11.6 Monitoring and Control 351\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 CPEs in the Future 353\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.1 Project, Program, CPE 353\u003c\/p\u003e \u003cp\u003e12.2 CPE Structure 358\u003c\/p\u003e \u003cp\u003e12.3 Project Management Information System 364\u003c\/p\u003e \u003cp\u003e12.4 International Project Management and Business in the Twenty-First Century 367\u003c\/p\u003e \u003cp\u003e12.4.1 Visions of Twenty-First-Century Society 368\u003c\/p\u003e \u003cp\u003e12.4.2 Business and International Project Management 371\u003c\/p\u003e \u003cp\u003e12.5 Conclusion and Grisham’s Laws 373\u003c\/p\u003e \u003cp\u003eReferences 377\u003c\/p\u003e \u003cp\u003eGlossary 387\u003c\/p\u003e \u003cp\u003eIndex 399\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eTHOMAS W. GRISHAM\u003c\/b\u003e is an adjunct professor at St. Petersburg College and the University of South Florida and an associate professor at the Solbridge International School of Business. He is also the Senior Consultant for the International Institute of Learning and has done extensive work and research on global project management throughout the world.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eThe theory, practice, and example projects of international project management\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003eA Singaporean corporation builds a manufacturing facility in Cambodia, with a Chinese partner, a Cambodian government agency, and value chain organizations in Germany, Morocco, Vietnam, and Brazil.\u003c\/i\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003eA Russian charity operates in the Balkans and the Persian Gulf. Pharmaceuticals and food come from ten different countries, physicians are from the EU and Russia, and donations are from Central Asia and the subcontinent.\u003c\/i\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003eA transnational organization markets through divisions in eighty-two countries. The products are designed in Italy, Sweden, and France, with customization done in each respective country.\u003c\/i\u003e \u003c\/p\u003e\u003cp\u003eInternational projects involve a complex network of cultures, politics, laws, languages, and resources that goes beyond the traditional training and experience of most project managers. \u003ci\u003eInternational Project Management\u003c\/i\u003e examines the different dimensions and responsibilities of international projects, and outlines what a project manager must know to lead global projects successfully. It also provides guidelines and examples for the international project management processes. \u003c\/p\u003e\u003cp\u003eThis book explores the professional best practices of international projects, emphasizing the importance of leadership skills and virtual teamwork to successfully navigate an international project. Along with discussions on the process groups, such as initiating, planning, execution, monitoring and controlling, and closing out, this reference is organized according to these knowledge areas: \u003c\/p\u003e\u003cul\u003e \u003cli\u003eIntroduction to international project management\u003c\/li\u003e \u003cli\u003eIntegration management\u003c\/li\u003e \u003cli\u003eHR management (Diversity \u0026amp; Communications)\u003c\/li\u003e \u003cli\u003eScope management\u003c\/li\u003e \u003cli\u003eCost and progress management\u003c\/li\u003e \u003cli\u003eRisk management\u003c\/li\u003e \u003cli\u003eTime management\u003c\/li\u003e \u003cli\u003eCustomer satisfaction (Quality)\u003c\/li\u003e \u003cli\u003eProcurement management\u003c\/li\u003e \u003cli\u003eCPE in the future\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eIntegrating the \u003ci\u003ePMBOK Guide\u003c\/i\u003e—\u003ci\u003eFourth Edition\u003c\/i\u003e, and the ICB, \u003ci\u003eInternational Project Management\u003c\/i\u003e provides international project managers, whether experienced or beginners, with the high cross-cultural intelligence, creative communication skills, ability to establish and maintain dependable project management processes, and compelling curiosity to manage international projects successfully.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989448802533,"sku":"NP9780470578827","price":110.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470578827.jpg?v=1761784141","url":"https:\/\/k12savings.com\/products\/international-project-management-isbn-9780470578827","provider":"K12savings","version":"1.0","type":"link"}