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Year 2015, Volume: 2 Issue: 3, 238 - 250, 06.11.2015

Zeyd Gulesin , Esin Can

Abstract

Global alanda rekabet eden şirketlerin başarılı olabilmeleri için proje yönetimini sürdürülebilir rekabet üstünlüğü ve stratejik bir yetkinlik aracı olarak görmeleri gerekir. Yerel projelerin temel karakterlerini taşımakla birlikte, klasik proje yönetiminden farklı olarak, global takımlarla çalışan proje yöneticileri daha farklı ve kompleks sorunlarla yüz yüze kalmaktadır: Proje ekibinin kültürel çeşitliliği, farklı zaman dilimlerinde yaşayan proje paydaşları, aynı dili konuşmamanın getirdiği net olmayan gereksinimler, karşılıklı görüşme imkânı olmaması ve ev sahibi ülkeye özgü politik, ekonomik ve hukuki çevre vb. Bu çalışmada geniş bir literatür taraması yapılarak akademik araştırmalar üzerinden; global projelerdeki söz konusu çevre faktörleri ve organizasyonel yapının projenin başarısına olan etkisine ilişkin sentez yapılmakta, literatürde tartışmalı olan ve eksik kalan noktalar belirtilmektedir. Bu temele binaen global projelerin söz konusu dinamiklerine uyumlu olacak şekilde geliştirilen akademik yazındaki global proje yönetim metodolojileri incelenmekte; zayıf ve güçlü yönleri vurgulanarak bir model ile desteklenmektedir. Bu çalışma ile global proje yönetimi alanında yapılacak yeni akademik araştırmalar ve uygulamalar için geniş bir teorik çerçeve sunulması amaçlanmaktadır.1. GİRİŞ

References

  • Aaltonen K., Sivonen R. (2009), Response Strategies to Stakeholder Pressures in Global Projects. International
  • Journal of Project Management, 27: 131–141. Aaltonen K., Jaakko K., Oijala Tuomas (2008), Stakeholder salience in global projects. International Journal of
  • Project Management, 26: 509-516
  • Aaltonen K., Jaakko K. (2010), A Project Lifecycle Perspective on Stakeholder Influence Strategies in Global
  • Projects. Scandinavian Journal of Management, 26:381-397. Aaltonen K. (2012), Stakeholder Management in International Projects. Project Perspectives 2012, The Annual publication of International Project Management Association (IPMA).
  • Adenfelt M., Lagerström K. (2006), Enabling Knowledge Creation And Sharing İn Transnational Projects.
  • International Journal of Project Management 24:191-198
  • Anantatmula V. (2008), Role of technology in project manager performance model. Project Management Journal, 39(1): 34-48.
  • Anantatmula V., Thomas M. (2010), Managing Global Projects: AStructured Approach for Better Performance.
  • Project Management Journal, 41(2): 60-72. Aslan K. (2004), Küreselleşmenin Eğitim Boyutu. Ege Eğitim Dergisi, 2004 (5) 1-5.
  • Binder J., Gardiner P. D., Ritchie J. M. (2010), A Model of Success Factors for Global Project Management. Project
  • Perspectives 2010, The Annual publication of International Project Management Association (IPMA).
  • Chevrier S. (2003) Cross-Cultural Management Business, 38: 141-149.
  • Damodara K. U. (2000), Global Project Management: Not Business as Usual. Journal of Management in Engineering: 29–33
  • Diallo A., Thuillier D. (2005), The Success of International Development Projects, Trust And Communication: An
  • African Perspective. International Journal of Project Management, 23: 237–252. Dubé L., Paré, G. (2001), Global Virtual Teams. Communications of the ACM, 44(12): 71–74.
  • Fellows R., Liu A. (2015), Sensemaking in the Cross-Cultural Contexts Of Projects. International Journal of Project
  • Management, Nisan 2015, Online
  • Grosse C. (2002), Managing Communication within virtual intercultural teams. Business Communications Quarterly, 65(4): 22-38.
  • Hameri A. (1997), Project Management in a Long-Term and Global One-of-a-Kind Project. International Journal of
  • Project Management, 15(3): 151-157. Henrie M Sousa-Poza A. (2005), Project Management a Cultural Literary review. Project Management Journal, 2(36).
  • Hofstede G. (1983), Cultural Dimensions for Project Management. Project Management, 1(1).
  • Horii T., Jin Y., Levitt R. (2005), Modeling and Analyzing Cultural Influences on Project Team Performance.
  • Computational and Mathematical Organizational Theory, 10: 305–321. Hornstein H. A. (2015), The Integration of Project Management and Organizational Change Management is now a necessity. International Journal of Project Management, 33:291-298.
  • Huemann M., Keegan A., Turner J.R. (2007), Human Resource Management in the Project-Oriented company: A
  • Review. International Journal of Project Management, 25:315-323. Ingason H.T., Jonasson H. I. (2010), Communication and Trust in Distributed Project Teams. Project Perspectives 2013, The Annual publication of International Project Management Association (IPMA): 34
  • Jarvenpaa S., Leidner D. (1999), Communication and trust in global virtual teams. Organization Science, 10:791- 815
  • Johanson J., Vahlne J. E. (2003), Building a Model of Firm Internalization. UK, Edward Eldar.
  • Johnson P., Heimann V., O’Neill K. (2001), The “Wonderland” of Virtual Teams. Journal of Workplace Learning, 13(1), 24-29
  • Kanawattanachai P. Yoo Y. (2002), Dynamic Nature of Trust in Virtual Teams. Journal of Strategic Information Systems, 11: 187–213.
  • Kelley L., Sankey T. (2007), Global Virtual Teams for Value Creation and Project Success: A Case Study.
  • International Journal of Project Management, 26:51-62
  • Kerzner,H. (1995), Project Management:A Systems Approach To Planning,Scheduling, And Controlling (5th ed.).
  • New York: Van Nostrand Reinhold. Khazanchi, D., Zigurs, I. (2005), Patterns Of Effective Management Of Virtual Projects—An Exploratory Study.
  • Newtown Square, Project Management Institute. Lee-Kelley, L. (2006), Locus of control and attitudes to working in virtual teams. International Journal of Project Management, 24: 234–243.
  • Lientz, B., Rea, K. (2003), International Project Management. San Diego, CA: Academic Press.
  • Lin, B., Berg, D. (2001), Effects Of Cultural Differences On Technology Transfer Projects: An Empirical Study Of
  • Taiwanese Manufacturing Companies. International Journal of Project Management, 19: 287–293. Lipnack J., Stamps J. (2000), Virtual teams: People Working across Boundaries with Technology, New York: Wiley
  • Loosemore M., Lee P. (2002), Communication Problems With Ethnic Minorities In The Construction Industry.
  • International Journal of Project Management, 20(7): 517-524. Marmer C. (1998), Building teams across borders. Global Workforce, 13-17.
  • Mikkelsen H., Folmann E. (1983), Selection of Managers for International Projects. International Journal of
  • Project Management, 1(4):209-212. Nidiffer, K., Dolan, D. (2005), Evolving Distributed Project Management. IEEE Software : 63–72.
  • Oertig M., Buergi T. (2006), The Challenges of Managing Cross-Cultural Virtual Project Teams. Team Performance Management, 12(1/2): 23-30.
  • PMI TR (2013), Proje Yönetimi Bilgi Birikimi Kılavuzu, İstanbul
  • Rad P., Anantatmula V. (2009), Attributes of a Harmonious Project Team.53. AACE Uluslararası Kongresi Bildirisi, Seattle, WA.
  • Randere Kasim, El Faramawy A. T. (2011), Islamic Perspectives on Conflict Management Within Project Managed
  • Environments. International Journal of Project Management, 29:26-32
  • Rees-Caldwell K ve Pinnington A. (2013), National Culture Differences in Project Management: Comparing British and Arab Project Managers’ Perceptions of Different Planning Areas. International Journal of Project Management, 31: 212-227
  • Camprieu R., Desbiens J., Feixue Y (2007), “Cultural” differences in Project Risk Perception: An Empirical
  • Comparison of China and Canada. International Journal of Project Management, 25: 683-693
  • Rodrigues I., Sbragia R. (2013), The Cultural Challenges of Managing Global Project Teams: a Study of Brazilian
  • Multinationals. Journal of Technology Management and Innovation, 8 Sarker, S., & Sahay, S. (2002), Information Systems Development By Us-Norwegian Virtual Teams: Implications Of
  • Time and Space. 35. Annual Hawaii International Conference System Sciences Bildirisi. Schewiger D. M. (1998), Networking Global Style. Business Economic Review; 3-6
  • Shore B., Cross B. (2005), Exploring the Role of National Culture in the Management of Large Scale International
  • Science Projects. International Journal of Project Management, 23: 55-64. Turner J. ve Muller R. 2005, The Project Manager’s Leadership Style as a Success Factor on Projects: A Literature
  • Review. Project Management Journal, 36(2):49-61. Vaskimo J. (2013), Project Management Methodologies An Innovation for Research. Project Perspectives 2013,
  • The Annual publication of International Project Management Association (IPMA). Wang H. (2014), Akıllı Küreselleşme, 12. Sanayi Kongresi, http://www.iso.org.tr/kongre/konusma- metinleri/haiyan-wang.html?AspxAutoDetectCookieSupport=1, Erişim Tarihi:05.05.2015.
  • Yasin M., Martin J., Czuchry A. (2000). An Empirical Investigation of International Project Management Practices:
  • The Role of International Experience. Project Management Journal, 31(2), 20–30.

A THEORETICAL OVERVIEW ON CHALLENGES AND SOLUTIONS FOR GLOBAL PROJECT MANAGEMENT

Year 2015, Volume: 2 Issue: 3, 238 - 250, 06.11.2015

Zeyd Gulesin , Esin Can

Abstract

Globally competing companies must see the project management as a sustainable competitive advantage and a tool for strategic competence in order to be successful, and all aspects of the project management must be designed accordingly.  While carrying main characteristics of the local projects, unlike the classic project management, project managers that work with global teams are faced with more diverse and complex challenges: The cultural diversity of the project team, project stakeholders who live in different time zones, unclear requirements caused by different native languages, and host country-specific political, economic and legal environment, etc. In this study, by conducting an extensive literature review, the environmental factors in the global projects and the impact of organizational structure on the success of the project is synthesized, the controversial and lacking parts in the literature are indicated. On this basis, the global project management methodologies in academic literature that are developed to be compatible with the dynamics of the global projects are examined; the weak and strong aspects are emphasized and based on this a model is developed. With this study it is aimed to introduce a broad theoretical framework for the new academic researches and applications in the field of global project management.

Keywords

Global project management global projects global project managament methodologies international projects virtual teams

References

  • Aaltonen K., Sivonen R. (2009), Response Strategies to Stakeholder Pressures in Global Projects. International
  • Journal of Project Management, 27: 131–141. Aaltonen K., Jaakko K., Oijala Tuomas (2008), Stakeholder salience in global projects. International Journal of
  • Project Management, 26: 509-516
  • Aaltonen K., Jaakko K. (2010), A Project Lifecycle Perspective on Stakeholder Influence Strategies in Global
  • Projects. Scandinavian Journal of Management, 26:381-397. Aaltonen K. (2012), Stakeholder Management in International Projects. Project Perspectives 2012, The Annual publication of International Project Management Association (IPMA).
  • Adenfelt M., Lagerström K. (2006), Enabling Knowledge Creation And Sharing İn Transnational Projects.
  • International Journal of Project Management 24:191-198
  • Anantatmula V. (2008), Role of technology in project manager performance model. Project Management Journal, 39(1): 34-48.
  • Anantatmula V., Thomas M. (2010), Managing Global Projects: AStructured Approach for Better Performance.
  • Project Management Journal, 41(2): 60-72. Aslan K. (2004), Küreselleşmenin Eğitim Boyutu. Ege Eğitim Dergisi, 2004 (5) 1-5.
  • Binder J., Gardiner P. D., Ritchie J. M. (2010), A Model of Success Factors for Global Project Management. Project
  • Perspectives 2010, The Annual publication of International Project Management Association (IPMA).
  • Chevrier S. (2003) Cross-Cultural Management Business, 38: 141-149.
  • Damodara K. U. (2000), Global Project Management: Not Business as Usual. Journal of Management in Engineering: 29–33
  • Diallo A., Thuillier D. (2005), The Success of International Development Projects, Trust And Communication: An
  • African Perspective. International Journal of Project Management, 23: 237–252. Dubé L., Paré, G. (2001), Global Virtual Teams. Communications of the ACM, 44(12): 71–74.
  • Fellows R., Liu A. (2015), Sensemaking in the Cross-Cultural Contexts Of Projects. International Journal of Project
  • Management, Nisan 2015, Online
  • Grosse C. (2002), Managing Communication within virtual intercultural teams. Business Communications Quarterly, 65(4): 22-38.
  • Hameri A. (1997), Project Management in a Long-Term and Global One-of-a-Kind Project. International Journal of
  • Project Management, 15(3): 151-157. Henrie M Sousa-Poza A. (2005), Project Management a Cultural Literary review. Project Management Journal, 2(36).
  • Hofstede G. (1983), Cultural Dimensions for Project Management. Project Management, 1(1).
  • Horii T., Jin Y., Levitt R. (2005), Modeling and Analyzing Cultural Influences on Project Team Performance.
  • Computational and Mathematical Organizational Theory, 10: 305–321. Hornstein H. A. (2015), The Integration of Project Management and Organizational Change Management is now a necessity. International Journal of Project Management, 33:291-298.
  • Huemann M., Keegan A., Turner J.R. (2007), Human Resource Management in the Project-Oriented company: A
  • Review. International Journal of Project Management, 25:315-323. Ingason H.T., Jonasson H. I. (2010), Communication and Trust in Distributed Project Teams. Project Perspectives 2013, The Annual publication of International Project Management Association (IPMA): 34
  • Jarvenpaa S., Leidner D. (1999), Communication and trust in global virtual teams. Organization Science, 10:791- 815
  • Johanson J., Vahlne J. E. (2003), Building a Model of Firm Internalization. UK, Edward Eldar.
  • Johnson P., Heimann V., O’Neill K. (2001), The “Wonderland” of Virtual Teams. Journal of Workplace Learning, 13(1), 24-29
  • Kanawattanachai P. Yoo Y. (2002), Dynamic Nature of Trust in Virtual Teams. Journal of Strategic Information Systems, 11: 187–213.
  • Kelley L., Sankey T. (2007), Global Virtual Teams for Value Creation and Project Success: A Case Study.
  • International Journal of Project Management, 26:51-62
  • Kerzner,H. (1995), Project Management:A Systems Approach To Planning,Scheduling, And Controlling (5th ed.).
  • New York: Van Nostrand Reinhold. Khazanchi, D., Zigurs, I. (2005), Patterns Of Effective Management Of Virtual Projects—An Exploratory Study.
  • Newtown Square, Project Management Institute. Lee-Kelley, L. (2006), Locus of control and attitudes to working in virtual teams. International Journal of Project Management, 24: 234–243.
  • Lientz, B., Rea, K. (2003), International Project Management. San Diego, CA: Academic Press.
  • Lin, B., Berg, D. (2001), Effects Of Cultural Differences On Technology Transfer Projects: An Empirical Study Of
  • Taiwanese Manufacturing Companies. International Journal of Project Management, 19: 287–293. Lipnack J., Stamps J. (2000), Virtual teams: People Working across Boundaries with Technology, New York: Wiley
  • Loosemore M., Lee P. (2002), Communication Problems With Ethnic Minorities In The Construction Industry.
  • International Journal of Project Management, 20(7): 517-524. Marmer C. (1998), Building teams across borders. Global Workforce, 13-17.
  • Mikkelsen H., Folmann E. (1983), Selection of Managers for International Projects. International Journal of
  • Project Management, 1(4):209-212. Nidiffer, K., Dolan, D. (2005), Evolving Distributed Project Management. IEEE Software : 63–72.
  • Oertig M., Buergi T. (2006), The Challenges of Managing Cross-Cultural Virtual Project Teams. Team Performance Management, 12(1/2): 23-30.
  • PMI TR (2013), Proje Yönetimi Bilgi Birikimi Kılavuzu, İstanbul
  • Rad P., Anantatmula V. (2009), Attributes of a Harmonious Project Team.53. AACE Uluslararası Kongresi Bildirisi, Seattle, WA.
  • Randere Kasim, El Faramawy A. T. (2011), Islamic Perspectives on Conflict Management Within Project Managed
  • Environments. International Journal of Project Management, 29:26-32
  • Rees-Caldwell K ve Pinnington A. (2013), National Culture Differences in Project Management: Comparing British and Arab Project Managers’ Perceptions of Different Planning Areas. International Journal of Project Management, 31: 212-227
  • Camprieu R., Desbiens J., Feixue Y (2007), “Cultural” differences in Project Risk Perception: An Empirical
  • Comparison of China and Canada. International Journal of Project Management, 25: 683-693
  • Rodrigues I., Sbragia R. (2013), The Cultural Challenges of Managing Global Project Teams: a Study of Brazilian
  • Multinationals. Journal of Technology Management and Innovation, 8 Sarker, S., & Sahay, S. (2002), Information Systems Development By Us-Norwegian Virtual Teams: Implications Of
  • Time and Space. 35. Annual Hawaii International Conference System Sciences Bildirisi. Schewiger D. M. (1998), Networking Global Style. Business Economic Review; 3-6
  • Shore B., Cross B. (2005), Exploring the Role of National Culture in the Management of Large Scale International
  • Science Projects. International Journal of Project Management, 23: 55-64. Turner J. ve Muller R. 2005, The Project Manager’s Leadership Style as a Success Factor on Projects: A Literature
  • Review. Project Management Journal, 36(2):49-61. Vaskimo J. (2013), Project Management Methodologies An Innovation for Research. Project Perspectives 2013,
  • The Annual publication of International Project Management Association (IPMA). Wang H. (2014), Akıllı Küreselleşme, 12. Sanayi Kongresi, http://www.iso.org.tr/kongre/konusma- metinleri/haiyan-wang.html?AspxAutoDetectCookieSupport=1, Erişim Tarihi:05.05.2015.
  • Yasin M., Martin J., Czuchry A. (2000). An Empirical Investigation of International Project Management Practices:
  • The Role of International Experience. Project Management Journal, 31(2), 20–30.
There are 59 citations in total.

Details

Journal Section Articles
Authors

Zeyd Gulesin

Esin Can

Publication Date November 6, 2015
Published in Issue Year 2015 Volume: 2 Issue: 3

Cite

APA Gulesin, Z., & Can, E. (2015). A THEORETICAL OVERVIEW ON CHALLENGES AND SOLUTIONS FOR GLOBAL PROJECT MANAGEMENT. Research Journal of Business and Management, 2(3), 238-250. https://doi.org/10.17261/Pressacademia.2015312978
AMA Gulesin Z, Can E. A THEORETICAL OVERVIEW ON CHALLENGES AND SOLUTIONS FOR GLOBAL PROJECT MANAGEMENT. RJBM. November 2015;2(3):238-250. doi:10.17261/Pressacademia.2015312978
Chicago Gulesin, Zeyd, and Esin Can. “A THEORETICAL OVERVIEW ON CHALLENGES AND SOLUTIONS FOR GLOBAL PROJECT MANAGEMENT”. Research Journal of Business and Management 2, no. 3 (November 2015): 238-50. https://doi.org/10.17261/Pressacademia.2015312978.
EndNote Gulesin Z, Can E (November 1, 2015) A THEORETICAL OVERVIEW ON CHALLENGES AND SOLUTIONS FOR GLOBAL PROJECT MANAGEMENT. Research Journal of Business and Management 2 3 238–250.
IEEE Z. Gulesin and E. Can, “A THEORETICAL OVERVIEW ON CHALLENGES AND SOLUTIONS FOR GLOBAL PROJECT MANAGEMENT”, RJBM, vol. 2, no. 3, pp. 238–250, 2015, doi: 10.17261/Pressacademia.2015312978.
ISNAD Gulesin, Zeyd - Can, Esin. “A THEORETICAL OVERVIEW ON CHALLENGES AND SOLUTIONS FOR GLOBAL PROJECT MANAGEMENT”. Research Journal of Business and Management 2/3 (November 2015), 238-250. https://doi.org/10.17261/Pressacademia.2015312978.
JAMA Gulesin Z, Can E. A THEORETICAL OVERVIEW ON CHALLENGES AND SOLUTIONS FOR GLOBAL PROJECT MANAGEMENT. RJBM. 2015;2:238–250.
MLA Gulesin, Zeyd and Esin Can. “A THEORETICAL OVERVIEW ON CHALLENGES AND SOLUTIONS FOR GLOBAL PROJECT MANAGEMENT”. Research Journal of Business and Management, vol. 2, no. 3, 2015, pp. 238-50, doi:10.17261/Pressacademia.2015312978.
Vancouver Gulesin Z, Can E. A THEORETICAL OVERVIEW ON CHALLENGES AND SOLUTIONS FOR GLOBAL PROJECT MANAGEMENT. RJBM. 2015;2(3):238-50.

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