The Global Project Management Playbook : Strategies for Mid-Project Challenges.

Format:

Book

Author/Creator:

Kerzner, Harold.

Language:

English

Subjects (All):

Project management.

Globalization.

Physical Description:

1 online resource (575 pages)

Edition:

1st ed.

Place of Publication:

Newark : John Wiley & Sons, Incorporated, 2026.

Summary:

Delivers practical guidance on navigating global project execution challenges with real-world strategies and case studies Global projects demand more than just planning--they demand resilience, adaptability, and the ability to navigate disruption during execution.

Contents:

Cover

Title Page

Copyright Page

Dedication

Contents

Preface

Chapter 1 The Growth of Global Project Management Challenges

1.1 Introduction

1.2 Defining a Project Challenge

1.3 Project Management Challenges: 1945-1960

1.4 Project Management Challenges: 1960-1985

1.5 Accidental Project Management

1.6 Project Management Challenges: 1985-2025

1.7 Creating the Right Culture

1.8 Global Project Management

1.9 Growth of Project Management Challenges

1.10 Types of Project Management Challenges

1.11 Early Warning Signs of Challenges

1.12 Barriers That Cause Global Challenges

1.12.1 Human Resource Management Barriers

1.12.2 Legal Barriers

1.12.3 Project Sponsorship Barriers

1.12.4 Cost of Implementation Barriers

1.12.5 Culture Barriers

1.12.6 Project Management Office (PMO) Barriers

1.13 Managing Multicultural Challenges in Latin America and the Caribbean

1.13.1 Introduction

1.13.2 Challenge Definition

1.13.3 Solutions Implemented

1.13.4 Results and Learnings

1.13.5 Final Reflections

1.14 Overcoming Project Ambiguity: How Dubai Customs Integrates Strategic Foresight to Build Resilient Initiatives

1.14.1 Executive Summary

1.14.2 Introduction: The Global Challenge and Dubai's Proactive Response

1.14.3 The Core Challenge: Transcending Strategic Blind Spots in Project

1.14.4 The Solution: A Systemic Approach to Foresight

1.14.5 Anticipated Impact of Strategic Foresight on Project Management Performance

1.14.6 Evidence from Early-Stage Projects

1.14.7 Modeled Performance Improvements

1.14.8 Institutional Transformation: A New DNA

1.14.9 Lessons for a Volatile World and Global Replicability

1.14.10 Conclusion and Call to Action

1.15 Kombs Engineering

Chapter 2 Role of the Executive in Managing Challenges

2.1 Introduction.

2.2 An Executive's View of Project Management

2.3 The Growth in Project Governance

2.4 Excellence in Project Sponsorship

2.5 When Sponsorship Struggles

2.6 Empowerment of Project Managers

2.7 Recent Sources of Challenges

2.8 The Growth of Nontraditional Projects

2.9 Impact of the VUCA Environment

2.9.1 Reducing Complexity and Uncertainty

2.10 The Impact of the COVID-19 Pandemic on Project Management

2.10.1 Leadership

2.10.2 Trust

2.10.3 Communications

2.10.4 Decision-Making

2.10.5 Project Control Center

2.10.6 Change Management

2.11 General Motors and Ventilators

2.12 When Executive Sponsorship Fails

2.12.1 Poor Understanding of Project Management

2.12.2 Failing to Communicate with Government Stakeholders

2.12.3 Information is Power

2.12.4 The Fear of Failure

2.12.5 The Fear of Success

2.12.6 Micromanagement

2.12.7 Project Staffing

2.12.8 Making Unrealistic Promises to Customers

2.12.9 Not Wanting to Hear Any Bad News

2.13 The Need for Project Cancellation Criteria

2.14 Growth of Project Management Offices

2.15 Waha Oil Company Success Story

2.15.1 Introduction

2.15.2 Challenge Definition

2.15.3 Solution Details

2.15.4 WAHA-MPD PMO Framework

2.15.5 Framework

2.15.6 Project Management Maturity Level 2024

2.16 Embedding Transformation: A Case Study in Clarity, Ownership, and Execution at Scale

2.16.1 From Intent to Execution: The Power of Meaningful Involvement

2.16.2 Operating Model and Decision-Making Framework

2.16.3 "We" Not "I": The Power of Collective Achievement

2.16.4 Leadership and Culture: Humble Tone, Aligned Execution

2.16.5 From Clarity and Ownership to Execution at Scale

2.16.6 Conclusion: Landing Strategy through "We" and "How"

2.17 Motorola

2.18 Roadway Express

Chapter 3 Training and Education Challenges.

3.1 An Introduction to the Need for Training

3.2 Training in Modern Project Management Practices

3.3 Need for Business Education

3.4 Traditional Need for Training

3.5 Today's Need for Training

3.6 Selecting Participants

3.7 The Need for Executive-Level Education

3.7.1 Resistance to Executive-Level Project Management Education

3.7.2 Stakeholder Collaboration

3.7.3 The Fuzzy Front End3

3.7.4 Strategic Metrics

3.7.5 Scope Changes

3.7.6 Culture

3.8 Fundamentals of Project Management Education

3.9 Recent Changes in Project Management Education

3.10 Designing Courses and Conducting Training

3.11 The Growth in Project Management Education

3.12 PM Ready: Empowering Young Changemakers with Project Management

3.12.1 Challenge Definition

3.12.2 Multifaceted Solutions: Project Management Practices

3.12.3 Conclusion

3.13 Project Launching eSpelman at Spelman College: Project Management Approaches in Online Education

3.13.1 The eSpelman Initiative: Overview

3.13.2 Challenges and Solutions

3.13.3 Lessons Learned and Impact

3.13.4 Conclusion

3.14 Project Management Is a Profession

3.15 Corporate Training: How Education Empowers Organizations to Overcome Project Management Challenges6

3.15.1 Introduction

3.15.2 Customization: Tailoring to Client Needs

3.15.3 Challenges Faced by Clients-And How Training Helped

3.15.4 Common Themes Across Successful Interventions

3.15.5 Best Practices in Training Delivery

3.15.6 Testimonials and Participant Reflections

3.15.7 One Size Doesn't Fit All

3.16 How Consulting Helps Clients Overcome Project Management Challenges7

3.16.1 Introduction: The Strategic Power of Project Management Consulting

3.16.2 The Scope of IIL's Services

3.16.3 IIL's Methodology.

3.16.4 Common Challenges Faced by IIL's Clients-and How Consulting Resolves Them

3.16.5 Integration with Training, Tools, and Culture Change

3.16.6 Measurable Impact of IIL Consulting

3.16.7 Client Testimonials (Anonymized)

3.16.8 Best Practices from IIL's Consulting Engagements

3.16.9 Lessons Learned: What Makes PM Consulting Succeed or Fail

3.16.10 Consulting for the Future: IIL's Forward-Looking Capabilities

3.16.11 Global Footprint, Local Understanding

3.16.12 Conclusion: Why Organizations Choose an External Learning Solutions Partner

3.17 Overcoming Global Project Management Challenges at GEA

3.17.1 Curbing Underperforming Projects in a Large and Complex Organization

3.17.2 Creation of a "Project Manager's Career Path" and Associated Project Manager's Job Descriptions

3.17.3 Creation of the "Learning Path Project Management Competence"

3.17.4 Conclusion

3.18 Avalon Power and Light

Chapter 4 The Role of Best Practices in Managing Challenges

4.1 The Need for Capturing Best Practices

4.2 Step 1: Definition of a Best Practice

4.3 Step 2: Seeking Out Best Practices

4.3.1 CSFs

4.3.2 KPIs

4.4 Step 3: Validating the Best Practice

4.5 Step 4: Levels of Best Practices

4.6 Step 5: Management of Best Practices

4.7 Step 6: Revalidating Best Practices

4.8 Step 7: What to Do with a Best Practice

4.9 Step 8: Communicating Best Practices Across the Company

4.10 Step 9: Ensuring Usage of the Best Practices

4.11 Common Beliefs

4.12 The Dark Side of Project Management Best Practices

4.13 Best Practices Library

4.14 Determining the Value of a Best Practice

4.15 Educational Best Practices

4.15.1 Role of the Line Manager

4.15.2 Measuring Success

4.15.3 Strategic Planning for Project Management

4.15.4 When to Bring the Project Manager on Board.

4.15.5 The Project Office/Center of Excellence

4.15.6 Return on Investment on Training Dollars

4.16 Education on Brainstorming Becomes a Best Practice

4.16.1 On-site Brainstorming

4.16.2 Reasons for Failure

4.16.3 The Need for Brainstorming Structure

4.16.4 Virtual Brainstorming Sessions

4.16.5 Recommendations

4.17 Apple Computer and Cell Phones

4.18 Intel Corporation and "Map Days"

4.19 Dashboards and Scorecards

4.20 Key Performance Indicators

Chapter 5 Managing the Challenges

5.1 Introduction

5.2 Understanding Solutions to Challenges

5.3 Unclear Requirements Challenges

5.4 Changing Requirements Challenges

5.5 Outdated Requirements Challenges

5.6 Stakeholder Engagement Challenges

5.7 Political Challenges

5.7.1 Political Risks

5.7.2 Reasons for Playing Politics

5.7.3 Situations Where Political Games Will Occur

5.7.4 The Governance Committee

5.7.5 Friends and Foes

5.7.6 Attack or Retreat

5.7.7 The Need for Effective Communication

5.7.8 Power and Influence

5.7.9 Managing Project Politics

5.8 Scope Creep Challenges

5.9 Budget Constraints Challenges

5.10 Cash Flow Challenges

5.11 Heavy Focus on Profit Margin Challenges

5.12 Management Reserve Challenges

5.13 Unrealistic Schedule Challenges

5.14 Trade-Off Challenges

5.15 Competing Priorities Challenges

5.16 Project Termination Challenges

5.17 Defining Success and Failure Criteria Challenges

5.18 Risk Management Challenges

5.19 Ineffective Communications Challenges

5.20 Accountability Challenges

5.21 Team Conflict Challenges

5.22 Workload Mismanagement Challenges

5.23 Skills Gap Challenges

5.24 Enterprise Project Management Methodologies Challenges

5.25 Common Global Environment Challenges

5.26 Identifying Project Management Challenges.

5.27 Aligning Expectations Through Root Cause Analysis of Project Challenges.

Notes:

Description based on publisher supplied metadata and other sources.

Part of the metadata in this record was created by AI, based on the text of the resource.

ISBN:

1-394-38298-7

1-394-38296-0

9781394382965

OCLC:

1574117899