Key factors for management of global projects: a case study Online publication date: Tue, 30-Sep-2014
by Wenche Aarseth; Asbjørn Rolstadås; Bjørn Andersen
International Journal of Transitions and Innovation Systems (IJTIS), Vol. 1, No. 4, 2011
Abstract: The purpose of this paper is to present the findings from a case study from a large energy company in terms of what seems to influence the success rate of global projects. While the literature contains much research on success factors in traditional projects, limited findings have emerged when it comes to success in global projects. The portfolios of global projects are continuously increasing in extent, and these projects contribute highly to growth and innovation in developing countries. Understanding better how to manage such projects for best results and transfer of knowledge and economic activity to host countries is therefore a relevant direction of research. The research presented in this paper is based on data from a case company, comprising of survey data from 246 global project managers and staff as well as 30 interviews with senior expatriates. The areas pointed to by the data as most important for global project success are presented in two proposed models for global project management. In total, the two highest-ranking areas were organisational global project support and stakeholder and relationship management with the host countries and their various actors.
Online publication date: Tue, 30-Sep-2014
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