By M. Kemal Atesmen
Venture managers who lead globally dispersed groups face distinct demanding situations in handling venture stakeholders, scope, wisdom sharing, schedules, assets, and chiefly group execution in an international company atmosphere. discovering well timed options to difficult occasions turns into tougher in a world undertaking surroundings. This publication offers greater than eighty case reviews designed to assist venture managers craft suggestions to the common difficulties that may ensue in worldwide projects.
The writer describes amazing, unforeseen, and catastrophic instances that he encountered in the course of his 35 years of venture administration adventure within the worldwide area. the writer info the historical past of every difficult case after which explains how he remedied the problem to hand. a few situations contain a logical step by step technique towards an answer, whereas others require unorthodox steps to get the undertaking heading in the right direction. The e-book comprises classes discovered after each case.
This ebook is designed to assist international undertaking managers turn into extra proactive, cautious, disciplined, and prepared for unexpected surprises which may have an effect on their tasks. The undertaking situations designated during this e-book aid and consultant the strategizing approach that happens in the course of the execution of worldwide initiatives. The publication emphasizes the significance of documenting classes realized after every one venture to avoid making a similar errors sooner or later.
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Extra resources for Project Management Case Studies and Lessons Learned: Stakeholder, Scope, Knowledge, Schedule, Resource and Team Management
They found only one flaw in our clean room monitoring control charts. They wanted the temperature, humidity, and particle count monitored every half an hour instead of every two hours. We agreed to their request. Our Japanese customer qualified our South Korean plant as the sole source for their magnetic recording head assemblies. One month after the qualification, we started shipping from South Korea to Japan a high quantity of magnetic recording head assemblies directly to their automated disk drive manufacturing line in a kanban system.
He told me that he did not have any funds to cover my team’s expenses for an extra week. During our team luncheon, I discussed the bind we were in with my team members. We all agreed to work another week without any compensation and complete C a se S t ud ie s in S ta k eh o l d er M a n ag em en t the job. I immediately called my customer’s project manager and explained our situation. I told him that we would be ready the following week for the final acceptance review. I told him that my team and I were working pro bono for a week to complete the project.
This was the engineering environment that I experienced in the United States. As I got to know and to work with engineers from other countries, professional satisfaction levels degraded quite a bit. The motivation levels of engineers dropped due to lower salary and compensation packages in other countries. S. engineers get. Salary and compensation packages get worse, about 20% of those in the United States, in countries like Malaysia, India, and China. As engineering project teams and workforces get more and more integrated globally, engineering salary and compensation packages are ratcheting up in developing countries.