International Project Management: Challenges and Critical Success Factors

On completion of the module you will be able to:

1. Define and evaluate selected key theories and concepts associated with the main characteristics, models and processes of Project Management related in an multi-national project implementation context.

2. Critically appraise selected key theories and techniques associated with global project management, governance, culture and communication. Intellectual / Professional Skills & Abilities:

3. Empowered with the knowledge, skills and abilities to create, participate in and effectively lead real multi-cultural and virtual project-orientated multinational teams.

4. Critically review literature relating to international project management methodologies, culture, governance, and communication Personal Values Attributes (Global / Cultural awareness, Ethics, Curiosity) (PVA):

5. Exhibit the professional ethics characteristics of a Northumbria University postgraduate student.

Completion and submission of the project report will form one component of summative assessment for the module. The task associated with completion of the project report will be designed to unite your tutor-guided and self-directed independent learning in order to demonstrate achievement of the module learning outcomes.

The assignment is based upon an International Project scenario You have been appointed as a Consultant to Thomas Pharmaceutical International Development (TPID).

Consultant Brief: Prepare an overview of the potential challenges faced in designing, constructing, validating and operating a complex manufacturing facility in the allocated country and your conclusions on the feasibility of the project.

Your report is to include the following sections:

Section 1 Country Brief: This should include the Country History and the Political, Environmental. Social, Technical, Economic and Legal elements with an analysis of how they may potentially impact or influence the project. You should also identify a potential site for the project. - 30% Section 2 Cultural & Communication Challenges: This should include the cultural and communications challenges involved with: - 30%

• Governance and Organisation

• Project Management

• Stakeholder Management

Section 3 Critical success factors: This should include the factors considered critical to the successful implementation of the project. -10%

Section 4 Summary & Conclusions: This should provide a summary of the potential challenges faced and your conclusions on the feasibility of the project. -20%

Details of the report requirements and problem identification are given below in pages 5 to 8

Additional background information will also be provided during class sessions.

The project country will be chosen by the tutor and issued in week 2.

The assessment is worth 50% of the module. It will be submitted and assessed electronically.

Assignment Brief

Proposed Project:

Thomas Pharmaceutical International Developments (TPID) has been given the green light by the World Health Organization (WHO) to start producing antiretroviral (ARV) drugs in (country?), which could result in significant savings for the growing treatment programme in that country.

The project is to design, construct, validate and operate a complex manufacturing facility in a suitable location that meets world class pharmaceutical standards. The facility is to manufacture the antiretroviral (ARV) drug Lamizido, one of 255 drugs certified by the World Health Organisation (WHO), which is a combination of Zidovudine and Lamivudine, and is produced in 150 and 300 gram doses. The facility will operate at the secondary and tertiary level of pharmaceutical production: (Secondary production includes the production of finished dosage forms from raw materials and excipients. The tertiary level is limited to packaging and labelling of finished products or repackaging of bulk finished products.) The proposed facility will include all necessary administrative and training facilities to support the import of raw materials and production, packaging and distribution of finished goods. TPID Problem Identification:

There is a history of TPID funded projects seriously failing to deliver the intended benefits. Examples of failure include: Late delivery, exceeding the budget, poor performance delivery, governance and organisation, post-delivery operation and a lack of leadership. This has led to severe criticism and audit problems. It is the express intention of the Thomas International Pharmaceutical to ensure that future projects are successfully delivered to the satisfaction of all stakeholders.

One of the key areas identified as contributing to project failure is the inability to effectively manage the various issues that arise from delivering a project and employing multi-cultural international teams, both within the TPID and the project host country.

TPID recognises the effective use that multi-cultural international teams can provide as a source of experience and innovative thinking to enhance the successful delivery of an international project. However, cultural and managerial differences can interfere with the successful completion of projects.

To achieve project goals and avoid misunderstandings we should be culturally sensitive and promote creativity and motivation. We must consider relations between people, motivational orientation, orientation toward risk, definition of self and others, attitudes to time, and attitudes to the environment.

We need to recognise the need for leadership, motivation and training of multicultural project  teams and the relevant implications for project management. We consider effective project management to be central to the successful delivery of the project. We have also concluded that effective project management can succeed through culturally-aware leadership, teams, cross cultural communication, and mutual respect. Without them, the project risks failure.

Projects may be affected by personality conflicts. Cultural differences among project team members may create additional misunderstanding throughout the project life cycle. The impact of cultural factors such as language barriers, time differences, and socio-economic, political, and religious diversity may result in a normative pattern prescribing a range of permissible actions so as to encourage self-interest. Miscommunication across multi-nationals is usually the most important cause of cross-cultural problems .

Problems also arise from differences in governance and organizational structures. Corruption is a serious issue and prevents the money being spent effectively. Many projects have failed due to corruption and the lack of financial controls. Large organisations operate quite different from small organisations, and the same occurs with government and ministries.

Some of the most notable differences include the way information is shared and distributed, the hierarchy of departments, approval and the decision making process. As a general rule, joint ventures and other types of associations must involve an executive team capable of understanding that different approaches and cultural differences indeed occur, and if not addressed promptly and properly, problems will surface. The selection and employment of the right people with the right attitude towards multi-cultural international teams should be a top priority.