Final for PM- Create a Project Plan and MS Project Schedule-5 STAR ONLY

Read the Hong Kong Case Study and work with your team to discuss the challenges of working on an international project.  Develop suggestions and methods for bridging the gaps and working effectively dealing with an international project on the topic below. Come up with at least 1 challenge and solution- 2 paragraphs long total.

Notes that includes the various kinds of international project

TOPIC-Communications challenges (e.g. different languages, challenges with reading comprehension)

NOTES TO HELP YOU-

Over the course of this semester, you have been build the components of a Project Plan, which is the final deliverable presented to your Project Sponsor and/or Steering Committee to receive approval to move from the Planning project phase into Execution.  This week, you will build the final components and develop an outline for your project plan, summarizing the feedback that you have received over the course of the semester.  Providing this information will help you to prepare for your final assignment (submitting a complete Project Plan in Week 8).  Some key components of a Project Plan typically include a:

· Scope Statement and Scope Management Plan (including an integrated change control process)

· Stakeholder Management Plan (includes an analysis of key stakeholders, as well as their requirements and expectations from the project)Human Resources Management Plan (discussing key roles, responsibilities, and reporting structure)

· Project Schedule (showing all milestones/tasks necessary to complete the project, in the proper sequence, with the right human resources and costs associated with each task)

· Communications Management Plan (explaining how stakeholders should expect to receive information about the project)

· Quality Management Plan (describing what quality standards are assigned to certain deliverables and how quality will be managed)

· Cost Management Plan (explains how costs were estimated and what steps will be utilized to manage the budget effectively)

· Risk Management Plan (discusses the various risks on the project, ranks/prioritizes them accurately, and discusses response strategies)

International Projects

Companies are increasingly selling products and services globally.  This results in an increasing number of international projects - projects based in other countries and projects with teams that span the globe.  More and more project managers will be needed to implement international projects.  For example, my project portfolio includes initiatives in the US, Canada, Europe, and Asia.  This results in a number of challenges for project managers, including:

· Different customs and ways of working (e.g. different holidays, standard working hours/day)

· Different cultural considerations (i.e. how to approach people in different cultures)

· Logistical challenges (i.e. won't be able to get everyone in a room to talk things over, use of virtual meetings)

· Communications challenges (e.g. different languages, challenges with reading comprehension)

There are few guidelines for the fledgling international project manager. Potential international project managers can benefit from a basic international business course that sensitizes them to the forces of change in the global economy and to cultural differences. Learning at least the basics of a foreign language is also strongly recommended.  More importantly, assigning a cultural mentor is crucial.  Typically, this is someone to discuss approaches with and bounce ideas off of before getting the whole project team together.  This will help avoid potential pitfalls and cultural nuances until the project manager absorbs the culture. 

International projects have distinct personalities, typically driven by cultural norms and their impact on members of the project team.  Just as all personalities are not the same, differences within and among countries and cultures are numerous and complex. Project managers need to accept these differences and treat them as real—or live with the consequences. What works at home may not work in the foreign country.  Although most attention in foreign projects is focused on technical efforts and their cost, the project must be carried out within the environment of the country's social customs, work practices, government controls, and religious beliefs. The project manager needs to be flexible to conditions on the ground, instead of attempting to enforce a "one size fits all" approach.  It will go a long way with your project team.