Managing global projects : a structured approach for better performance
By: ANANTATMULA, Vittal
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Contributor(s): THOMAS, Michael.
Material type: 
ArticlePublisher: Drexel Hill : Project Management Institute, apr. 2010Subject(s): Gestão de Projetos | Gestão de Programas | Globalização | Equipe | Rede Social | Risco | Avaliação de DesempenhoProject Management Journal 41, 2, p. 60-72Abstract: The purpose of this research effort is to develop a model for improving the performance of global projects using the underlying relations among the important enablers and barriers of global project performance. A number of factors are identified in the study, using a literature review to develop the model. A survey was used to determine the impact of these factors on global project performance. The model suggests different management practices for global projects versus traditional, co-located projects. Different from the outcomes of traditional projects, research results suggest that leadership and establishing trust is a first step in the initial stages of the global project
The purpose of this research effort is to develop a model for improving the performance of global projects using the underlying relations among the important enablers and barriers of global project performance. A number of factors are identified in the study, using a literature review to develop the model. A survey was used to determine the impact of these factors on global project performance. The model suggests different management practices for global projects versus traditional, co-located projects. Different from the outcomes of traditional projects, research results suggest that leadership and establishing trust is a first step in the initial stages of the global project
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