How does Project Management cope with the Global Organisational Structure?


By Anca Onuta

Academy of Economic Studies

Bucharest, Romania

Editor’s note: This paper won the 3rd prize Student Paper Award – master level at the happy projects ’12 conference in Vienna in May 2012; republished here with approval of the author and happy projects conference organizers, PROJECT MANAGEMENT GROUP at the Vienna University of Economics and Business Administration and ROLAND GAREIS CONSULTING.  Learn about the happy projects events at http://www.happyprojects.at/ 


In the era in which the globalisation is a routine, the organisations have multicultural teams. In this regards, the project management has to line up into delivering highly successful projects independent of the organisational structure and location of stakeholders or project teams.

The paper focuses on exploring the challenges faced by the global project management. What is really interesting is that, if the methodologies and worldwide procedures may seem the key of delivering successful projects, the solution is in the hands of the human side of the projects: the capacity of the project management to handle the individual personalities and raised situations.

  1. 1.    Introduction

Roland Gareis’ Project and Program Management defines project management as a business process of the project-oriented company and focuses on its sub processes project start, continuous project coordination, project controlling, and project close-down and possibly resolving a project discontinuity. The success of project management is assessed on the basis of the professional performance of these processes, not on the basis of a project handbook that meets all formal demands.

Management of project objectives, management of the project schedule, management of the project cost planning, and so on cannot be accepted as project management processes because only an integrated consideration of all methods of project management can lead to optimal results. The management of project plans as “processes” cannot ensure a holistic management. (Gareis, R., 2006, p. 2-8).

The objects of consideration in project management are the project objective, the project scope, the project schedule, the project resources, the project costs and project income, and the project risks, as well as the project organisation, the project culture, and project context (fig). The dimensions of the project context are the pre- and post- project phases, relevant project environments, other projects, the company strategies, and the business case for the investment that is initiated by the project. (Gareis, R., 2006, p. 2-9).

While many of the managerial tools and techniques form a common operational platform throughout the global team, many local subteams have their own unique tools and application or deploy conventional tools in a unique way. Spiral planning, stakeholder mapping, concurrent engineering, and integrated product developments are just a few examples of the specialised, diversified nature of tools used in the global project management environment. Matching organisational culture with any of these tools is a great challenge for the overall management of a project and its integration.

Stakeholder involvement during the tool platform selection, development, and implementation, as well as trade-offs among efficiency, speed, control, flexibility, creativity, and risk, is critical to the effective use of these tools and techniques throughout the global project team organisation.( Gareis, R., 2006, p. 5-6)

Moving ahead, the Global Project Management Handbook talks about three tactical success factors in this group…


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About the Author

Anca Onuta

Anca Onuta holds a Computer Science Bachelor degree from the Al. I  Cuza University from Iasi, Romania and recently graduated from the IT Project Management Master Program at the Academy of Economic Studies in Bucharest.

She is supporting the applied theory, therefore has started her career while still a student. Trying to adapt in Global world, after graduation she worked for more than a year in Mumbai, in the world’s biggest IT outsourcing company – Tata Consultancy Services India. Back home she joined Oracle as part of a virtual team spread around the world.

Presently she is working as a Project Manager at OMV Petrom, leading several national projects with multicultural teams.

Anca is passionate about a world without borders; in the spare time she likes getting to know other cultures, by backpacking and living with locals. She speaks fluent English, Spanish and Italian.   [email protected].