PROJECT DELIVERY AND INTERNATIONAL PROJECT

MANAGEMENT
 Executive Summary
The report also concludes the responsive communication is necessary to manage a
geographically dispersed team. Such a skill can also help me to manage project on
international level. Along with this understanding obtained from the module, I would also
work on improving my cross-cultural knowledge to manage team members from a culturally
diverse background.

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 Table of Contents
4. Geographically Dispersed Teams...........................................................................................4
5. Impact of module...................................................................................................................4
References..................................................................................................................................6

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4. Geographically Dispersed Teams
Working with a geographically dispersed team in an international project requires both the
project manager and teams to communicate responsively. As per the opinion of Larsso and
Larsson (2020), communication is a two-way process that has a great upper hand on the
project quality and sustainability. Therefore, in order to operate a geographically dispersed
team, both the manager and members need to show utmost commitment toward responsive
and regular communication. The works done by the input of such teams are highly
interconnected. Hence, the inability to show reciprocal and responsive communication would
definitely hamper the success of the project. Being flexible is another aspect that both the
manager and members of a geographically dispersed team must ensure to move the mountain
of success. For example, it is often noticed that members of a geographically dispersed team
have schedules that may differ either from their organisations or from their colleagues. Here,
both parties need to show the required flexibility to develop a common schedule with which
each team member can accomplish their assigned duties within the stipulated time.
Another important aspect/strategy that a manager should take into account while managing
such a remote team is creating some clear performance metrics in accordance with the
organisation’s objectives. As per the comment of Kuoppamäki (2018), performance metrics
allow an employee to put more effort into the assigned work to meet the set organisational
expectations. Therefore, it is necessary to set some performance metrics for team members,
as members of a diverse team can get detached from work due to the outside environment.
Hence, in order to draw team members' attention, it is mandatory for managers to develop a
few measurable, manageable, and achievable performance metrics.

5. Impact of module
Every study module is developed with the aim of improving, enhancing, strengthening, and
fostering the knowledge of students to allow them to better perform in the professional field.
In the context of the current module, it has enhanced my knowledge of how a project in the
international field should be managed strategically and ethically. Particularly, I would like to
shed light on the elements or aspects that have helped me to achieve this height. Among the
major elements that can help an individual to manage a project on the international level is
cross-cultural knowledge. As per the comment of Långstedt (2018), project managers need to
develop their cross-cultural knowledge and competencies for the sake of delivering a high-
quality project from a multicultural context. This has become an essential requirement for
project managers to obtain project success on an international level by working with project
members from diverse cultural backgrounds. Before understanding how project value is
created from cross-cultural knowledge, it is necessary to shed light on its connection with a
project’s success.
As per my understanding obtained from this module, team contribution is one of the crucial
factors to project success. Each team member makes a great contribution to ensure the
highest quality in achieving the project tasks in accordance with the project manager’s
guidance. Bond-Barnard et al. (2018) have pointed out that quality is one of the elements of a
project’s Iron Triangle (cost, time, and quality). Therefore, team members will provide the
required amount of input to achieve project quality only when their supervisor (the project
manager) will value them. In this particular area, cross-cultural knowledge plays a great role,
as it allows a project manager to modify his/her behaviour and working styles/approaches in
accordance with the culture of project team members. This understanding obtained from the
module has created a sense of urgency for me to gather knowledge about norms, practices,

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and beliefs of various cultures so that I can maintain compatibility with my future working
teams while handling any project on an international level.
Another important aspect that I have noticed while undergoing this module is the need for
effective communication in order to work with a geographically dispersed team. Radovic
Markovic and Salamzadeh (2018) have stated that communication has been used as the
foremost tool for conveying information from one person to another person. When it comes
to communication with a geographically dispersed team (team working from remote areas),
two-way communication becomes an indispensable element in dealing with any assigned jobs
or projects. This is because the accomplishment of any project requires upper-tier employees
or supervisors to actively support the assigned workers throughout the completion of every
associated task. During the task accomplishment, workers can face many difficulties resulting
from the lack of knowledge or skills particularly required to handle the tasks effectively. As
per my knowledge, constant information sharing through a two-way communication
approach can help both sides (supervisors and subordinates) to handle all difficulties or
obstacles. Many people often overlook the value of these interpersonal skills while handling
organisational projects with geographically diverse teams. This results in restricting the team
to deliver quality projects. Such a crucial understanding obtained from this module has made
me aware of the value of communication in managing projects on an international level. I
would use advanced “Information and Communication Technology (ICT)” to transfer
required information instantly and effectively.

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References
Bond-Barnard, T. J., Fletcher, L., and Steyn, H. (2018). Linking trust and collaboration in
project teams to project management success. International Journal of Managing Projects in
Business. 11(2). pp. 432-457. Available at:
https://www.emerald.com/insight/content/doi/10.1108/IJMPB-06-2017-0068/full/html
[Accessed: 1 June 2022]
Kuoppamäki, M. (2018). Concepts of board performance: review of performance metrics in
boards research. Journal of Management and Strategy, 9(3), 41-53. Available at:
https://www.researchgate.net/profile/Miika-Kuoppamaeki/publication/
326556271_Concepts_of_Board_Performance_Review_of_Performance_Metrics_in_Boards
_Research/links/5c17485d92851c39ebf2e967/Concepts-of-Board-Performance-Review-of-
Performance-Metrics-in-Boards-Research.pdf [Accessed: 1 June 2022]
Långstedt, J. (2018). Culture, an excuse?—A critical analysis of essentialist assumptions in
cross-cultural management research and practice. International Journal of Cross Cultural
Management, 18(3), 293-308. Available at: https://www.researchgate.net/profile/Johnny-
Langstedt/publication/327073218_Culture_an_excuse-
A_critical_analysis_of_essentialist_assumptions_in_cross-
cultural_management_research_and_practice/links/5c10c7d992851c39ebe6d22c/Culture-an-
excuse-A-critical-analysis-of-essentialist-assumptions-in-cross-cultural-management-
research-and-practice.pdf [Accessed: 1 June 2022]
Larsson, J., and Larsson, L. (2020). Integration, application and importance of collaboration
in sustainable project management. Sustainability, 12(2), 585. Available at:
https://www.mdpi.com/2071-1050/12/2/585/pdf [Accessed: 1 June 2022]
Radovic Markovic, M., and Salamzadeh, A. (2018). The importance of communication in
business management. In Radovic Markovic, M., & Salamzadeh, A.(2018). The Importance of
Communication in Business Management, The 7th International Scientific Conference on
Employment, Education and Entrepreneurship, Belgrade, Serbia. Available at: http://eee-
conference.com/_img/arhiva/2018/eee_2018_book-radovic_vujicic_imani_final.pdf#page=11
[Accessed: 1 June 2022]