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"International projects involve a complex network of cultures, politics, laws, languages, and resources that goes beyond the traditional training and experience of most project managers. International Project Management examines the different dimensions and responsibilities of international projects, and outlines what a project manager must know to lead global projects successfully. It also provides guidelines and examples for the international project management processes. This book explores the professional best practices of international projects, emphasizing the importance of leadership skills and virtual teamwork to successfully navigate an international project"--Provided by publisher

Align project outcomes to the wider strategic goals of your organization with this guide that brings together case studies from leading project professionals.

International audience ; The completed ERAMIS and the ongoing PROMIS are European Union (EU) Tempus projects for setting up a new Master degree titled "Informatics as a Second Competence" taking as a model a similar existing degree of the University of Grenoble Alpes, France. Both projects can be consideredbig and having quite long implementation periods – more than three years each. There were seventeen partners from eight countries in the ERAMIS project, and there are now twenty one partners including three companies coming from ten countries in the PROMIS project. In both cases, EU partners collaborated with partners from regions that differ culturally, namely, Central Asia and Russia. Although those projects were not the biggest in the Tempus program, they could be classified as large in terms of their budget and the number of partners involved.The core results of the statistical overview of parameters of the Tempus programme projects are presented in this paper. The analysis was performed in two dimensions: project budget and number of partner countries. It allowed classifying ERAMIS and PROMIS projects as large in comparison to other EU Tempus projects. To clarify the context, the short descriptions of both projects are given, followed by the summary of the evaluation of problems encountered by the EU partner project teams. Issues arose from different areas, such as project activities, scheduling, legal procedures, and so on. Some issues were due to the international nature of the project, for example, varying level of language skills, different culture, legislation and ways of handling tasks, work motivation, etc. Leverage came from the people: all teams consisted of academics in the same field. They had approximately the same level of knowledge and skills, used the similar reference works and similar technologies. We consider this isessential for the success of such projects.By pointing out the various issues encountered in these two projects, we aim to raise awareness about the problems that need to be ...

Intro -- Acknowledgments -- Contents -- Acronyms -- List of Figures -- List of Tables -- 1 Introduction to Project Finance -- 1.1 General -- 1.2 Characteristics of Project Financing -- 1.3 Public-Private Partnership Framework -- 1.3.1 PPP Policy -- 2 Project Financing and Direct Conventional Financing -- 2.1 General -- 2.2 Corporate Finance -- 2.3 Traditional Procurement -- 2.4 Project Finance -- 2.5 Advantages and Disadvantages of Project Finance -- 2.5.1 Advantages -- 2.5.2 Disadvantages -- 2.6 Evolution of Project Finance -- 2.6.1 The Extractive and Oil Industry -- 2.6.2 The Natural Resource Industry -- 2.6.3 The Power Industry & -- Beyond -- 3 Sources of Project Funds -- 3.1 General -- 3.2 Sources of Funds -- 3.3 Project Financing Participants -- 3.4 Public-Private Partnerships -- 3.5 Structuring Project Finance -- 4 Bankability -- 4.1 General -- 4.2 Bankability Assessment -- 4.2.1 Certainty of Revenue Stream -- 4.2.2 Risk Factors -- 4.2.2.1 Political Environment -- 4.2.2.2 Economic Environment -- 4.2.2.3 Legal System -- 4.2.2.4 Regulatory Framework -- 4.2.2.5 Environmental Risk -- 4.2.2.6 Project Specificity -- 4.2.2.7 Project Financial Structure -- 4.2.2.8 Third-Party Risk Allocation -- 4.2.2.9 Contract Agreement -- 4.3 Bankability Tradeoff -- 5 Public Procurement: Laws and Regulations -- 5.1 General -- 5.2 Public Procurement Legal Framework -- 5.3 Principles of Public Procurement -- 5.3.1 Transparency -- 5.3.2 Integrity -- 5.3.3 Efficiency -- 5.3.4 Fairness -- 5.3.5 Openness -- 5.3.6 Competition -- 5.3.7 Accountability -- 5.4 Public Procurement Cycle -- 5.4.1 Competitive Tendering -- 5.4.2 Pre-qualification of Bidders -- 5.4.3 Processing and Evaluating Bids -- 5.4.4 Making Award Recommendations -- 5.4.5 Negotiating Contracts -- 5.4.6 Contract Award Letter and Signing the Contract.