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THESIS PROPOSALGlobal project management : Issue and challenges to handle international operation- An Indian company Perspective. Guide - Dr.YogeshKosta - Prof.SujathaKrishnamurtey Co-Guide- Dr. Mercy Samuel - Nimesh Malani(AM-1509) MBA in Technology Management Cept University
Introduction Globalization and emerging market-FDI-inflow and outflow. (Jones, 2005) Main driver of international operation-Economies of scale and reduced costs Simply utilizing international resources for their domestic markets. Identify cultural differences, evaluate global project stakeholder and institutional differences in relation to global project management provided the foundation for this exploratory study. The analyses of research data as well as findings from secondary data and literature are used to develop a global project Management framework of Indian company.
The concept and characteristics of an international project Multinational projects. (Ochieng and Price, 2010) International development projects. (Diallo and Thuillier, 2005) Overseas projects. (Turner (1999) Multicultural projects. (Mäkilouko, 2004; Ochieng and Price, 2010) Global projects. (Binder, 2007; Mahalingam, 2005) New geographical presence. Access to unique resources, and reduction of cost as the main drivers of today’s international projects. Complex organizational set-up, with a large number of stakeholders involved.
Research on management of international projects Control and planning research. (Purtell,1982) Analyze performance issues, cost and schedule issues in international projects. Cross-cultural research. (Hofstede’s,1984, 1991) The role of national culture focusing on cross-cultural communication in multicultural global project teams. International project marketing research. (Skaates and Tikkanen, 2003) International Network for Project Marketing and Systems Selling (INPM) which focuses on the front-end of industrial projects, links project research strongly with research on international business. Buying and selling firms of industrial projects.
Cont. Large projects research. (Morris and Hough, 1987) Focused on a project’s internal issues, such as the control and planning techniques . The international dimension is particularly highlighted in the observations of the local institutional frameworks, regulatory, institutional and political risks and unexpected changes such as radical social and political changes. Stakeholders in research on international projects. (Newcombe, 2003) Stakeholder involvement and communication management
Institutional Theory Useful framework for identifying and analyzing differences encountered on international projects. (Mahalingam and Levitt 2007; Orr and Scott 2008) Regulative elements Normative elements Cultural elements Focuses on the regulative risks issues and challenges (political, economic and legal) affecting stakeholder in international project work.
Observed Problem When Indian MNC of engineering, manufacturing work on projects in diverse countries, encountering many differences in each market that they enter under a different set of institutions—regulative, normative and cultural differences. The institutional differences encountered on global projects can create project cost overruns, increase schedule delays and result in misunderstandings and damaged reputations. Acquiring and maintaining global project management knowledge for each country in which global firms operate is therefore critical as it can help entrant firms reduce knowledge gaps of managing global project.
Objectives To evaluate opportunities, threats, problems and risks for Indian company from the institutional knowledge of international project management.
Research Focus The focus is narrowed down along with following dimensions like global project stake holder analysis, risk associated with global project, cultural, regulative and normative issue and challenges of Indian company when handle international operation. First dimension- Area of industry Manufacturing, engineering project consultant, project contractor. Second dimension- Area of work Institutional knowledge like regulative, normative, operative and cultural differences. Global project stakeholder management.
Research methodology This research used exploratory and a qualitative case-based methodology because it provides a level of in-depth analysis. I will do case studies based analysis within companies in the engineering and manufacturing sector. 1. Suzlon-China & Australia Semi -structured but open-ended questions with telephonic and personnel meeting The study also include participants from other types of firms: engineering consultant firms, contractors/owners. Secondary data from- APMA,PMI, PMBOK, global project management portal, ISID, DSIR, etc.
Research Limitations and Areas for Future Research The management challenges in international projects are various and multifaceted. Research in the area of international projects is fragmented into many different research streams. The interview sample is limited to Engineering or manufacturing project, thus research results cannot be generalized to GPM in all other sectors without further analysis. It is evident that there is a need for more research on the role of external stakeholders in international projects. Research in the context of private global projects is required, because it would contribute to the research in a field that is dominated by the study of public global projects.
The scope of the study This research will helpful for international project developers and manufacturing, engineering firms which want to start global operation Future research can findings for other kinds of Indian firms which want to go globally. This research is important because Indian firms and governments can employ to reduce the impacts of these so-called institutional issue and challenges on global project management. Encourage the students to critically think about global project management and develop their own ideas on managing the global project of Indian company.
One of the most important areas for the international project managers to master the knowledge of international project culture. Not only the project manager be an internationalist in the technical and business sense, but must possess strong global cross cultural project knowledge.
Conclusions The proposal of this thesis identifies issue, challenges and need for enhanced understanding on research gap between project management and global project management by focusing on different types of project stakeholder, cultural differences, institutional knowledge influence strategies and on the association of the entire international project lifecycle.