Page 20 - Global Project Management Handbook

Chapter 5 deals with the growth of project teamwork development
around the world as a way to complete projects effectively and with
minimal expense. Nurick identifies and analyses the key barriers to
overcome in order to ensure that a global project partnership will be
successful, as well as the key drivers necessary to achieve success. Nurick
also offers tips for keeping project team members motivated and productive
in their common endeavor.
Chapter 6 discusses the unique difficulties associated with international
construction project ventures. The results of research findings are presented,
along with an analysis of International Project Risk Assessment (IPRA), a
tool useful in assisting projects with assessing risk factors before beginning
a project. Walewski provides recommendations on use of the IPRA for
international projects.
In Chapter 7, Roland Gareis introduces program management and project
portfolio management as specific management processes of the project-
oriented company. A program is defined as a temporary organization that
requires a specific organizational structure in addition to the organizations
of the single projects belonging to the program. The project portfolio as the
set of projects held by a project-oriented company at a given point in time is
a new object of consideration of the management of the project-oriented
company, requiring specific processes and methods.

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