Ours is a challenging age for business. One of the reasons therefore is that the international customer increasingly demands efficiently integrated solutions for fairly complex problems. These expectations are further intensified by the enormous cost pressure and global competition companies are facing nowadays. By concentrating on the firm’s core competences and by the continuously increasing international division of work these challenging expectations seem to be successfully addressed. This is the reason why international project organisations and project teams have gained enormous importance over the last years. Moreover, constantly innovated information and communication technology tools are contributing to a further facilitation of world wide collaboration. The management of locally dispersed or international project teams, however, is increasingly challenged by a fairly diverse spectrum of barriers. Collectively they display an enormous amount of complexity, consequently explaining the still considerably high failure rates of international project work.
On the basis of theoretical analysis as well as an empirical investigation of selected international projects jointly conducted with project managers in practice, the conclusion of this thesis suggests that projects are significantly troubled by barriers whose impact regularly is neglected; more specifically these are barriers are related to peculiar issues such as culture, communication and leadership. This conclusion points out that by adequate consideration and acknowledgment of the enormous impact of these "soft barriers" international project work has better chances to reach the predefined goals. This thesis will further provide useful suggestions and findings with regards to the management of international projects. These findings derived from the observations made are meant to support companies and project managers in future in striving to successfully reach the desired outcomes of international projects.
Inhaltsverzeichnis (Table of Contents)
- Abstract (English Version)
- Abstract (German Version)
- Table of Content
- List of Figures
- List of Abbreviations and Acronyms
- 1 Introduction
- 1.1 Purpose
- 1.2 Research Question
- 1.3 Scientific Method
- 1.4 Structure
- 2 Fundamentals of Project Management
- 2.1 Definition of the term Project
- 2.1.1 Project goals
- 2.1.2 Project types
- 2.2 Definition of the term Management
- 2.3 Definition of the term Project Management
- 2.4 Suitable Organizational Structures
- 2.4.1 Line Staff Organization
- 2.4.2 Pure Project organization
- 2.4.3 Matrix Project Organization
- 2.1 Definition of the term Project
- 3 Project Phases
- 3.1 Defining the Project
- 3.2 Planning of the Project
- 3.2.1 Planning of Performance
- 3.2.2 Planning of Quality
- 3.2.3 Planning of Deadlines
- 3.2.4 Planning of Resources & Costs
- 3.2.5 Planning of Risk
- 3.3 Carrying out and Controlling of the Project
- 3.4 Ending of the Project
- 4 Project Teams
- 4.1 Fundamentals
- 4.2 Composition
- 4.2.1 The Role of the Project Manager
- 4.2.1.1 Selection criteria
- 4.2.1.2 Challenge - Time management
- 4.2.2 The Role of the Project Team Members
- 4.2.1 The Role of the Project Manager
- 5 International Projects
- 5.1 Specific Characteristics
- 5.2 Potential barriers for International Project Teams
- 5.2.1 Economic barriers
- 5.2.2 Judicial & political barriers
- 5.2.3 Cultural barriers
- 5.2.3.1 Culture - a complex concept
- 5.2.3.2 The MBI Approach - a helpful measure
- 5.2.3.3 Intercultural competence
- 5.2.4 Communication barriers
- 5.2.4.1 Pros and Cons of communication channels
- 5.2.4.2 Communication problems
- 5.2.4.3 Conflict resolution
- 5.2.5 Particular barriers
- 5.2.5.1 Contractual agreements
- 5.2.5.2 Leadership style
- 5.2.5.3 Others
- 5.3 Recommended course of action
- 6 Practical Input
- 6.1 Waagner Biro Holding AG
- 6.1.1 General Information
- 6.1.2 Common barriers for PM at Waagner Biro
- 6.2 NXP Semiconductors
- 6.2.1 General Information
- 6.2.2 Common barriers for PM at NXP Semiconductors
- 6.3 Bombardier Transportation Austria GmbH & Co KG
- 6.3.1 General Information
- 6.3.2 Common barriers for PM at Bombardier Transportation
- 6.4 Next Level Consulting
- 6.4.1 General Information
- 6.4.2 Common barriers identified by a consultant at NEXT LEVEL
- 6.5 Major findings of Practical Input
- 6.1 Waagner Biro Holding AG
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This thesis aims to analyze the challenges and barriers that international project teams face on their path to successful completion. It investigates the reasons behind the relatively high failure rates in international project work, focusing specifically on the impact of cultural differences, communication issues, and leadership styles.
- Challenges of International Project Management
- Impact of Cultural Differences on Project Success
- Communication Barriers and Strategies for Effective Collaboration
- Leadership Styles in International Project Teams
- Empirical Findings and Practical Recommendations for Managing International Projects
Zusammenfassung der Kapitel (Chapter Summaries)
- Chapter 1: Introduction This chapter sets the stage for the thesis by defining the purpose, research question, scientific method, and structure of the study. It highlights the increasing demand for efficient and integrated solutions in a globally competitive business environment, emphasizing the growing importance of international project teams.
- Chapter 2: Fundamentals of Project Management This chapter provides a comprehensive overview of project management principles. It defines key concepts such as "project," "management," and "project management," exploring different organizational structures suitable for project-based work.
- Chapter 3: Project Phases This chapter delves into the different phases of a typical project lifecycle, from definition and planning to execution, control, and closure. It examines critical aspects of project planning, including performance, quality, deadlines, resources, costs, and risk management.
- Chapter 4: Project Teams This chapter focuses on the composition and roles within project teams, highlighting the importance of the project manager and team members. It discusses selection criteria for project managers and addresses the challenge of time management in project environments.
- Chapter 5: International Projects This chapter delves into the unique characteristics and potential barriers associated with international projects. It explores various types of barriers, including economic, judicial, political, cultural, and communication challenges. The chapter also examines the concept of culture, intercultural competence, and conflict resolution strategies.
- Chapter 6: Practical Input This chapter provides real-world insights from interviews with project managers at different organizations, including Waagner Biro Holding AG, NXP Semiconductors, Bombardier Transportation Austria GmbH & Co KG, and Next Level Consulting. It identifies common barriers experienced by these companies and highlights practical implications of the findings.
Schlüsselwörter (Keywords)
This thesis focuses on the challenges and barriers faced by international project teams, highlighting the importance of understanding cultural differences, communication issues, and leadership styles. Key concepts include project management, international collaboration, intercultural competence, communication channels, conflict resolution, and practical recommendations for managing international projects. It draws on empirical data from interviews with project managers in various industries to provide real-world insights and practical implications.
- Quote paper
- Anonym (Author), 2008, Barriers in International Projects, Munich, GRIN Verlag, https://www.grin.com/document/438448
