Connie #1 Would you manage this type of project just like any other enterprise project? I would manage them the same as any other project. Why and why not? When you manage a project you define the changes, track the changes, control the risks evaluate the changes and finally when you are sure that the changes will be not only what is best and profitable but what the stake holders need then implement them. When you work this strategy then you have a good plan of action for any project. What are some of the project management challenges in a globally-oriented organization and how will these challenges be handled? With any global-oriented firm you have the challenge of competitions. Import/export laws as well as the local and federal government laws. There are also the customs and cultures of the different countries. Each of these items needs to be addressed when the planning the project as well as when implementing each and every step of the project. This is the role of the risk management area of the team. What would be the roles of the executive sponsor or sponsors in this case? The sponsor of executive sponsor would be the IT Coordinator and they would be very much a part of the project management team. This would more than likely be the person that would have the final say on certain parts of the project like the budget or the scope. Brandon #2 As organizations become more global, special consideration must be given to International project management. It is common for project management to succeed over many methodologies andhybrid variations; however, I think it would be necessary to address risks specific to the company's requirement involving globally-oriented processes and frameworks. Basically, I would use the methodologies and best practices while considering the unique set of risks (Common Project Management Process Interactions, 2013). A myriad of challenges face global organization from a project management perspective. Global partners, such as providers, development teams, and economic interests, play a critical role in success. Extraordinary caution must be given to project legalities. For instance, EU laws may practice a more stringent data policy that could affect communicating with project team members Cultural differences often add a unique obstacle that requires an extra project management effort. A few cultural factors include dialect/pronunciation, management styles, and political influences. I have personally experienced a cultural challenge with a recently acquired team member from our Chennai office. Although my experience is still limited, I have noticed scheduling conflicts and friction from local upper management. I have had to put forth an extra effort to address local office politics, although this may not be the model for our US offices (Katz, 2008). The executive sponsor's role is robust, consisting of numerous activities and responsibilities throughout the project lifecycle. Ultimately, the executive team within the organization may hold the executive sponsor accountable for the project's success. In this particular project I envision the sponsor's role as one providing leadership, especially regarding cultural values. A well-connected international sponsor would be beneficial to project success. The role will also need an experience international risk assessor. As previously mentioned, risk governance can be a huge success factor (Kerzner, 2013).  |
