Buch, Englisch, 576 Seiten, Format (B × H): 196 mm x 236 mm, Gewicht: 930 g
Strategies for Mid-Project Challenges
Buch, Englisch, 576 Seiten, Format (B × H): 196 mm x 236 mm, Gewicht: 930 g
ISBN: 978-1-394-38294-1
Verlag: Wiley
Delivers practical guidance on navigating global project execution challenges with real-world strategies and case studies
Global projects demand more than just planning—they demand resilience, adaptability, and the ability to navigate disruption during execution. As organizations expand across borders, industries, and cultures, the mid-project phase has emerged as the most critical and complex stage of project management. It is during this phase that teams encounter unclear requirements, shifting priorities, stakeholder misalignment, and cultural barriers, all of which can derail progress if not addressed with clarity and strategy. The Global Project Management Playbook: Strategies for Mid-Project Challenges addresses this exact need, providing a structured yet flexible framework for managing execution-phase challenges in global initiatives.
Drawing on contributions from over fifty leading organizations—including many Fortune 500 companies—this in-depth volume combines strategic analysis with field-based case studies from professionals who have faced and overcome real-world obstacles. Readers gain insight into how global project teams navigate complex governance structures, balance executive sponsorship with team-level decision-making, and course-correct under pressure. The Playbook not only examines challenges, but also distills lessons learned from successful recoveries and adaptations, providing actionable tools for both academic instruction and professional application.
Equipping readers with the skills and knowledge to drive projects forward in today’s interconnected world, The Global Project Management Playbook:
- Builds on Harold Kerzner’s extensive body of work, adding fresh perspectives on global execution challenges
- Places a unique focus on the mid-project execution phase, where real challenges surface and success is determined
- Features detailed case studies drawn from diverse industries and global organizations that provide a breadth of practical insights
- Provides frameworks for addressing executive sponsorship, governance, and organizational accountability
- Explores team dynamics, conflict resolution, and decision-making under pressure
- Contains practical tools for navigating scope creep, shifting priorities, and stakeholder misalignment
Written by one of the most influential voices in project management, The Global Project Management Playbook is ideal for graduate and advanced undergraduate students in project management, international business, and organizational leadership programs, as well as those taking PMP®/CAPM® certification and professional training courses. It is also an indispensable reference for project managers, program directors, and executives engaged in global initiatives across industries.
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Weitere Infos & Material
Preface xv
1 The Growth of Global Project Management Challenges 1
1.1 Introduction 1
1.2 Defining a Project Challenge 2
1.3 Project Management Challenges: 1945– 1960 3
1.4 Project Management Challenges: 1960– 1985 5
1.5 Accidental Project Management 8
1.6 Project Management Challenges: 1985– 2025 8
1.7 Creating the Right Culture 12
1.8 Global Project Management 15
1.9 Growth of Project Management Challenges 16
1.10 Types of Project Management Challenges 17
1.11 Early Warning Signs of Challenges 20
1.12 Barriers That Cause Global Challenges 20
1.13 Managing Multicultural Challenges in Latin America and the Caribbean 30
1.14 Overcoming Project Ambiguity: How Dubai Customs Integrates Strategic Foresight to Build Resilient Initiatives 33
1.15 Kombs Engineering 39
2 Role of the Executive in Managing Challenges 41
2.1 Introduction 41
2.2 An Executive’s View of Project Management 42
2.3 The Growth in Project Governance 44
2.4 Excellence in Project Sponsorship 46
2.5 When Sponsorship Struggles 47
2.6 Empowerment of Project Managers 49
2.7 Recent Sources of Challenges 51
2.8 The Growth of Nontraditional Projects 51
2.9 Impact of the VUCA Environment 53
2.10 The Impact of the COVID- 19 Pandemic on Project Management 56
2.11 General Motors and Ventilators 60
2.12 When Executive Sponsorship Fails 62
2.13 The Need for Project Cancellation Criteria 65
2.14 Growth of Project Management Offices 66
2.15 Waha Oil Company Success Story 69
2.16 Embedding Transformation: A Case Study in Clarity, Ownership, and Execution at Scale 74
2.17 Motorola 78
2.18 Roadway Express 79
3 Training and Education Challenges 81
3.1 An Introduction to the Need for Training 81
3.2 Training in Modern Project Management Practices 81
3.3 Need for Business Education 82
3.4 Traditional Need for Training 84
3.5 Today’s Need for Training 84
3.6 Selecting Participants 85
3.7 The Need for Executive- Level Education 86
3.8 Fundamentals of Project Management Education 90
3.9 Recent Changes in Project Management Education 90
3.10 Designing Courses and Conducting Training 92
3.11 The Growth in Project Management Education 94
3.12 PM Ready: Empowering Young Changemakers with Project Management 94
3.13 Project Launching eSpelman at Spelman College: Project Management Approaches in Online Education 97
3.14 Project Management Is a Profession 100
3.15 Corporate Training: How Education Empowers Organizations to Overcome Project Management Challenges 102
3.16 How Consulting Helps Clients Overcome Project Management Challenges 106
3.17 Overcoming Global Project Management Challenges at GEA 112
3.18 Avalon Power and Light 119
4 The Role of Best Practices in Managing Challenges 121
4.1 The Need for Capturing Best Practices 121
4.2 Step 1: Definition of a Best Practice 122
4.3 Step 2: Seeking Out Best Practices 125
4.4 Step 3: Validating the Best Practice 132
4.5 Step 4: Levels of Best Practices 134
4.6 Step 5: Management of Best Practices 135
4.7 Step 6: Revalidating Best Practices 136
4.8 Step 7: What to Do with a Best Practice 136
4.9 Step 8: Communicating Best Practices Across the Company 137
4.10 Step 9: Ensuring Usage of the Best Practices 139
4.11 Common Beliefs 139
4.12 The Dark Side of Project Management Best Practices 141
4.13 Best Practices Library 142
4.14 Determining the Value of a Best Practice 144
4.15 Educational Best Practices 145
4.16 Education on Brainstorming Becomes a Best Practice 151
4.17 Apple Computer and Cell Phones 155
4.18 Intel Corporation and “Map Days” 156
4.19 Dashboards and Scorecards 156
4.20 Key Performance Indicators 162
5 Managing the Challenges 167
5.1 Introduction 167
5.2 Understanding Solutions to Challenges 167
5.3 Unclear Requirements Challenges 168
5.4 Changing Requirements Challenges 169
5.5 Outdated Requirements Challenges 170
5.6 Stakeholder Engagement Challenges 171
5.7 Political Challenges 171
5.8 Scope Creep Challenges 178
5.9 Budget Constraints Challenges 179
5.10 Cash Flow Challenges 179
5.11 Heavy Focus on Profit Margin Challenges 180
5.12 Management Reserve Challenges 180
5.13 Unrealistic Schedule Challenges 181
5.14 Trade- Off Challenges 181
5.15 Competing Priorities Challenges 182
5.16 Project Termination Challenges 182
5.17 Defining Success and Failure Criteria Challenges 183
5.18 Risk Management Challenges 183
5.19 Ineffective Communications Challenges 184
5.20 Accountability Challenges 184
5.21 Team Conflict Challenges 185
5.22 Workload Mismanagement Challenges 186
5.23 Skills Gap Challenges 186
5.24 Enterprise Project Management Methodologies Challenges 187
5.25 Common Global Environment Challenges 188
5.26 Identifying Project Management Challenges 189
5.27 Aligning Expectations Through Root Cause Analysis of Project Challenges 190
5.28 Blockchain in Cross- Border E- Commerce: Dubai Customs’ Path to Global Leadership 196
5.29 MTDG: The Helwan Tank Ammunition Facility Project 200
5.30 A Case Study on Overcoming Global Project Management Challenges 203
6 Workforce Management Challenges 215
6.1 Introduction 215
6.2 Workforce Expectations 216
6.3 Finding Critically Skilled Workers 217
6.4 The Inventory Skills Matrix 217
6.5 Staffing with Temporary and Contract Workers 218
6.6 The Technical Prima Donna Challenges 219
6.7 The Lazy Worker Challenges 219
6.8 The Team Friction Challenges 220
6.9 Walk the Halls Project Management 220
6.10 The Toxic Team Member Challenges 224
6.11 Creativity Boundary Conditions 230
6.12 Cognitive Biases and Challenges 231
6.13 Stakeholder Involvement in Project Staffing Challenges 238
6.14 Developing Project Workforce Backup Plans 239
6.15 Other Staffing Challenges 239
7 Culture Challenges 241
7.1 Introduction 241
7.2 Creation of a Corporate Culture 242
7.3 Corporate Values 244
7.4 Types of Cultures 245
7.5 Corporate Cultures at Work 246
7.6 Texas Instruments 249
7.7 GEA and Heineken Collaboration: A Learning Experience 250
7.8 Indra Group: Building a Cohesive Culture 259
7.9 Disney 263
7.10 How COMAU Created a Culture of Data to Drive Performance 265
7.11 Barriers to Implementing Project Management in Emerging Markets 270
8 Complexity Challenges 277
8.1 Introduction 277
8.2 The Complexity in Defining “Complexity” 277
8.3 Trade- Offs and Scope Changes 278
8.4 Prioritization of Constraints 279
8.5 Full- Time Versus Part- Time Assignments 280
8.6 Problem- Solving and Decision- Making 280
8.7 Impact of Project Duration 281
8.8 Tracking Assumptions 282
8.9 The Importance of Business Value 282
8.10 Growth of Solution Providers 283
8.11 Classification Method for Demands and Projects Based on Level of Complexity 285
8.12 Project Management and Agile Approaches in Drug Development 288
8.13 Global Finance and Accounting Transformation— A Strategic Transition Initiative 309
References 313
9 Smaller Challenges 317
9.1 Introduction 317
9.2 Examples of Smaller Challenges 318
9.3 Information Is Power Challenges 321
9.4 Outsourcing Challenges 322
9.5 Recognizing Achievements Challenges 322
10 Merger, Acquisition, and Partnership Challenges 323
10.1 Introduction 323
10.2 Planning for Growth 323
10.3 Effects of Mergers and Acquisitions on Project Management 324
10.4 Effects of Partnerships on Project Management 324
10.5 Project Management Value- Added Chain 324
10.6 Preacquisition Decision- Making 327
10.7 Landlords and Tenants 332
10.8 Solutions to Challenges When Companies Work Together 333
10.9 Integration Results 334
10.10 Value Chain Strategies 336
10.11 Failure and Restructuring 337
10.12 Success After Two Years: A Stalled SaaS Migration 338
10.13 Bridging Borders and Breaking Silos: Leading a Complex Multinational Infrastructure Rollout 342
10.14 The Global Leap: Project Management Strategies for International Growth 346
10.15 Project Study— X— From Barriers to Breakthroughs: A Smarter Approach 355
11 Challenges with Project Management Methodologies 359
11.1 Introduction 359
11.2 Excellence Defined 359
11.3 Recognizing the Need for Methodology Development 360
11.4 Enterprise Project Management Methodologies 364
11.5 Benefits of a Standard Methodology 369
11.6 Critical Components 370
11.7 The Importance of Benefits and Value 372
11.8 Valmet Customer Project Management 374
11.9 Hitachi: Program and Project Management Standardization in Global Projects 378
11.10 Howard Consulting: IT Operational Biopharmaceutical Efficiency Case Study 381
11.11 Project Management Tools and Socialized Project Management 385
11.12 Artificial Intelligence and Project Management 386
11.13 Listening to the Voices in Artificial Intelligence Deployments 388
11.14 Overcoming Project Challenges with AI: State of the Art— Generative AI— Open Innovation 393
11.15 Life- Cycle Phases 399
11.16 Churchill Downs Incorporated 400
11.17 Indra Group: The Need for a Methodology 400
11.18 Implementing the Methodology 403
11.19 Implementation Blunders 404
11.20 Overcoming Development and Implementation Barriers 404
11.21 Wärtsilä: Recognizing the Need for Supporting Tools 405
11.22 General Motors Powertrain Group 406
11.23 Indra Group: Closing the Project 408
11.24 When Traditional Methodologies May Not Work 410
11.25 Siemens: The Pill Before— Doping for Agile Transformation 413
References 415
12 Challenges with Integrated Processes 417
12.1 Introduction 417
12.2 Understanding Integrated Management Processes 417
12.3 Evolution of Complementary Project Management Processes 419
12.4 Total Quality Management 423
12.5 Concurrent Engineering 428
12.6 Risk Management 428
12.7 Wärtsilä: The Need for Proactive Risk Management 431
12.8 Indra Group: When a Risk Becomes Reality (Issue Management) 433
12.9 The Failure of Risk Management 435
12.10 Defining Maturity Using Risk Management 436
12.11 Boeing Aircraft Company 437
12.12 Change Management 438
12.13 Other Management Processes 439
13 Challenges with Informal Project Management 441
13.1 Introduction 441
13.2 Informal Versus Formal Project Management 441
13.3 Trust 444
13.4 Communication 445
13.5 Cooperation 447
13.6 Teamwork 447
13.7 Color- Coded Status Reporting 448
13.8 Crisis Dashboards 449
13.9 The Risks of Using Informal Project Management 452
14 Innovation Project Management Challenges 455
14.1 Introduction 455
14.2 The Failure of Success Challenges 455
14.3 One- Size- Fits- All Challenges 456
14.4 Insufficient Line of Sight Challenges 456
14.5 Failing to Search for Ideas Challenges 457
14.6 Sense of Urgency Challenges 457
14.7 Intellectual Property Rights Challenges 457
14.8 Not Understanding the Relationship Between Creativity and Innovation Challenges 458
14.9 Too Many Assumptions Challenges 459
14.10 Innovation Funding Challenges 459
14.11 Cash Flow and Financial Uncertainty Challenges 459
14.12 Control, Control, and Control Challenges 460
14.13 Analysis–Paralysis Challenges 460
14.14 Naviair: On Time on Budget 460
14.15 Ericsson: Managing Change Within Research and Development at Business Area Networks 469
14.16 Building Tomorrow’s Homes, Today: MBRHE’s Triumph in Landmark 3D- Printed Villa 477
15 The Project Management Office 481
15.1 Introduction 481
15.2 No PMO, No Problem. Just Ask Boeing 483
15.3 Churchill Downs Incorporated: Establishing a PMO 485
15.4 Churchill Downs Incorporated: Managing Scope Changes 486
15.5 Types of Project Offices 490
15.6 Project Audits and the PMO 492
15.7 PMO of the Year Award 492
16 Global Project Management Excellence 495
16.1 Introduction 495
16.2 IBM: Overcoming Project Management Challenges 496
16.3 Deloitte and Enterprise Value Delivery for Agile Method 513
16.4 Deloitte: Enterprise Program Management 520
Index 541
