International Project Management
This book provides specific guidelines for achieving greater project success and addresses a need for modern techniques in project management geared and suited to international projects.
TABLE OF CONTENTS International Project Management
Chapter 2: Define the Project
Introduction
Many people want to plunge right in and develop the project plan. This can be fatal for an international project. Instead, you have to define where you are going and how you will get there. Most importantly, you want to get consensus from the parties who will be involved in the project as well as those who will benefit from the project. Without consensus, the project will be subjected to changes in direction and the dreaded scope creep where the project direction changes as often as sand dunes change in a desert.
For international projects you have to be concerned about the self-interest and resources of each location or business unit from the start. In one company a project was started only to be stopped cold, because the first regional office that was to be involved was undergoing relocation and reorganization. Yet, management had approved the project knowing this!
Purpose And Scope
Technical Purpose
The technical purpose of the work in this chapter is to define the specific elements of the international project in terms of purpose, scope, roles, issues, overall cost, and schedule. By doing this you can determine the technical feasibility of carrying out the project.
Business Purpose
The business purpose of this chapter is to define the international project from a business view. This is often very different from the technical view. Consider the project of installing a system in multiple locations. The technical purpose is rather straightforward. The business purpose is to achieve positive results...
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