The critical difference between a domestic project also called a typical project, and a global project revolves around management. Whereas domestic projects have an individual manager overseeing the implementation of a single project at a domestic level, global projects have many project managers spread across the world supervising the implementation of international projects (Will & Scott, 2010). Secondly, it is easy to conduct meetings when dealing with domestic projects as compared to global projects. For example, it can be challenging to conduct face-to-face interviews or conduct virtual meetings between the United States of America, as the lead country, and India, as the two countries are on two different time zones.
Factors facilitating the Exponential Growth of Global Projects
Several elements contribute to the success of global projects in the integrated global economy. First, having smart project managers can immensely help in laying of strategic measures that can propel the project to greater heights. Secondly, scholarly studies indicate that comprehensive planning guarantees a project’s success from the start.
Types of Global Projects
Development partners can engage in several projects. For example, in agriculture, development partners can establish greenhouses and processing plants (Anantatmula & Thomas, 2010). They can also engage in the construction of houses, learning infrastructure facilities, and warehouses
Roles, Responsibilities and Competencies of An Effective Manager
For a global project to succeed, the effectiveness, efficiency, and competencies of the project manager are paramount. Project managers should exhibit competencies and skills such as being smart planners and team players, as well as possess exemplary communication skills.
Impact of VUCA Concept on a Global Project
VUCA can make it difficult for project overseers to make informed decisions, as well as plan effectively, on how to adjust to new changes if they arise. For example, projects related to healthcare, such as family planning, should consider the religiosity of the host country (Scott, Levitt, & Orr, 2011). This seeks to avoid causing barriers in the implementation process.
Anantatmula, V., & Thomas, M. (2010). Managing global projects: A structured approach for better performance. Project Management Journal, 41(2), 60-72.
Javernick-Will, A. N., & Scott, W. R. (2010). Who needs to know what? Institutional knowledge
and global projects. Journal of Construction Engineering and Management, 136(5), 546-
Scott, W. R., Levitt, R. E., & Orr, R. J. (Eds.). (2011). Global projects: Institutional and political challenges. Cambridge University Press.