Page 276 - Global Project Management Handbook

P ● A ● R ● T ● 3

MANAGEMENT OF

GLOBAL PROGRAMS

AND PROJECTS

Chapter 14 shows how good project management is key to successful
outsourcing in a company. Bidanda, Arisoy and Azim show how outsourcing
can change the dynamics of a company, what the key stages are when
managing outsourcing as a major project, and how this technique has been
used in recent examples. Success and risk factors associated with the
management of outsourcing are also discussed.
Chapter 15 broaches the topic of quality monitoring when engaging in
international project management. Ireland discusses how international and
cultural differences can lead to different quality expectations, and what
approaches can be utilized to ensure that a high quality outcome is achieved

by all members of the project team.
In Chapter 16, the unique characteristics and accompanying difficulties
associated with virtual global projects in the software industry are discussed.
Milosevic, Osbay and Srivannaboon introduce a system of success factors
for identifying project factors that lead to success, and how to use these
factors to create a successful global software project.
Chapter 17 emphasizes the need to build a collaborative knowledge
framework when managing international projects. Lee outlines the key
challenges involved in a global project, and offers ways to overcome these
barriers using a collaborative knowledge framework, which provides a
manageable way to locally operate a global system.

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