Preface 1 THE GROWTH OF GLOBAL PROJECT MANAGEMENT CHALLENGES 1.0 Introduction 1.1 Defining a Project Challenge 1.2 Project Management Challenges: 1945-1960 1.3 Project Management Challenges: 1960-1985 1.4 Growth of the Accidental Project Manager 1.5 Project Management Challenges: 1985-2025 1.6 Creating the Right Project Management Culture 1.

7 Global Project Management 1.8 Growth of Project Management Challenges 1.9 Types of Project Management Challenges 1.10 Early Warning Signs of Challenges 1.11 Barriers that Cause Global Challenges 1.12 Managing Multicultural Challenges in Latin America and The Caribbean 1.13 Overcoming Project Ambiguity: How Dubai Customs Integrates Strategic Foresight to Build Resilient Initiatives 1.14 Kombs Engineering 2 ROLE OF THE EXECUTIVE IN MANAGING CHALLENGES 2.

0 Introduction 2.1An Executive''s View of Project Management 2.2The Growth in Project Governance 2.3Excellence in Project Sponsorship 2.4 When Sponsorship Struggles 2.5Empowerment of Project Managers 2.6 Recent Sources of Challenges 2.7 Growth of Non-Traditional Projects 2.

8 Impact of the VUCA Environment 2.9 Impact of the COVID-19 Pandemic on Project Management 2.10 General Motors and Ventilators 2.11 When Executive Sponsorship Fails 2.12 The Need for Project Cancellation Criteria 2.13 Growth of Project Management Offices 2.14 Waha Oil Company Success Story 2.15 Embedding Transformation: A Case Study in Clarity, Ownership, and Execution at Scale 2.

16 Motorola 2.17 Roadway Express 3 TRAINING AND EDUCATION CHALLENGES 3.0 Introduction to the Need for Training 3.1 Training in Modern Project Management Practices 3.2 The Need for Business Education 3.3 The Traditional Need for Training 3.4 Today''s Need for Training 3.5 Selecting Training Participants 3.

6 The Need for Executive-Level Education 3.7 Fundamentals of Project Management Education 3.8 Recent Changes in Project Management Education 3.9 Designing Courses and Conducting Training 3.10 The Growth in Project Management Education 3.11 PM Ready: Empowering Young Changemakers with Project Management 3,12 Project Launching eSpelman at Spelman College: Project Management Approaches in Online Education 3.13 Project Management is a Profession 3.14 Corporate Training: How Education Empowers Organizations to Overcome Project Management Challenges 3.

15 How Consulting Helps Clients Overcome Project Management Challenges 3.16 Overcoming Global Project Management Challenges at GEA 3.17 Avalon Power and Light 4 BEST PRACTICES IN PROJECT MANAGEMENT 4.0 The Need for Capturing Best Practices 4.1 Step 1: Definition of a Best Practice 4.2 Step 2: Seeking Out Best Practices 4.3 Step 3: Validating the Best Practice 4.4 Step 4: Levels of Best Practices 4.

5 Step 5: Management of Best Practices 4.6 Step 6: Revalidating Best Practices 4.7 Step 7: What to Do with a Best Practice 4.8 Step 8: Communicating Best Practices across the Company 4.9 Step 9: Ensuring Usage of the Best Practices 4.10 Common Beliefs 4.11 The Dark Side of Project Management Best Practices 4.12 Best Practices Library 4.

13 Determining the Value of a Best Practice 4.14 Educational Best Practices 4.15 Education on Brainstorming Becomes a Best Practice 4.16 Apple Computer and Cell Phones 4.17 Intel Corporation and "Map Days" 4.18 Dashboards and Scorecards 4.19 Key Performance Indicators 5 TYPES OF PROJECT MANAGEMENT CHALLENGES 5.0 Introduction to Challenges 5.

1 Understanding Solutions to Challenges 5.2 Unclear Requirements Challenges 5.3 Changing Requirements Challenges 5.4 Outdated Requirements Challenges 5.5 Stakeholder Engagement Challenges 5.6 Political Challenges 5.7 Scope Creep Challenges 5.8 Budget Constraint Challenges 5.

9 Cash Flow Challenges 5.10 Heavy Focus on Profit Margin Challenges 5.11 Management Reserve Challenges 5.12 Unrealistic Schedules Challenges 5.13 Tradeoff Challenges 5.14 Competitive Priorities Challenges 5.15 Project Termination Challenges 5.16 Defining Success and Failure Criteria Challenges 5.

17 Risk Management Challenges 5.18 Ineffective Communications Challenges 5.19 Lack of Accountability Challenges 5.20 Team Conflict Challenges 5.21 Workload Mismanagement Challenges 5.22 Skills Gap Challenges 5.23 Enterprise Project Management Methodologies Challenges 5.24 Common Global Environment Challenges 5.

25 Identifying Project Management Challenges 5.26 Aligning Expectations Through Root Cause Analysis of Project Challenges 5.27 Blockchain in Cross-Border E-Commerce: Dubai Customs'' Path to Global Leadership 5.28 MTDG: The Helwan Tank Ammunition Facility Project 5.29 A Case Study on Overcoming Global Project Management Challenges 6 WORKFORCE MANAGEMENT CHALLENGES 6.0 Introduction 6.1 Workforce Expectations 6.2 Finding Critically Skilled Workers 6.

3 The Inventory Skills Matrix 6.4 Staffing with Temporary and Contract Workers 6.5 The Technical Prima Donna Challenges 6.6 The Lazy Worker Challenges 6.7 The Team Friction Challenges 6.8 Walk the Halls Project Management 6.9 The Toxic Team Member Challenges 6.10 Creativity Boundary Conditions 6.

11 Cognitive Biases and Challenges 6.12 Stakeholder Involvement in Project Management Challenges 6.13 Developing Project Workforce Backup Plans 6.14 Other Staffing Challenges 7 CULTURE CHALLENGES 7.0 Introduction 7.1 Creation of a Corporate Culture 7.2 Corporate Values 7.3 Types of Cultures 7.

4 Cultures at Work 7.5 Texas Instruments 7.6 GEA and Heineken Collaboration: A Learning Experience 7.7 Indra Group: Building a Cohesive Culture 7.8 Disney 7.9 How COMAU Created a Culture of Data to Drive Performance 7.10 Barriers to Implementing Project Management in Emerging Markets 8 COMPLEXITY CHALLENGES 8.0 Introduction 8.

1 The Complexity in Defining Complexity 8.2 Tradeoffs and Scope Changes 8.3 Prioritization of Constraints 8.4 Full-Time Versus Part-Time Assignments 8.5 Problem Solving and Decision-Making 8.6 Impact of Project Duration 8.7 Tracking Assumptions 8.8 The Importance of Business Value 8.

9 Growth of Solution Providers 8.10 Classification Method for Demands and Projects Based on Level of Complexity 8.11 Project Management and Agile Approaches in Drug Development 8.12 Global Finance & Accounting Transformation - A Strategic Transition Initiative 9 SMALLER CHALLENGES 9.0 Introduction 9.1 Examples of Smaller Challenges 9.2 Information is Power Challenges 9.3 Outsourcing Challenges 9.

4 Recognizing Achievements Challenges 10 MERGER, ACQUISITION AND PARTNERSHIP CHALLENGES 10.0 Introduction 10.1 Planning for Growth 10.2 Effects of Mergers and Acquisitions on Project Management 10.3 Effects of Partnerships on Project Management 10.4 Project Management Value-Added Chain 10.5 Preacquisition Decision Making 10.6 Landlords and Tenants 10.

7 Solutions to Challenges 10.8 Integrations Results 10.9 Value Chain Strategies 10.10 Failure and Restructuring 10.11 Success after Two Years: A Stalled Saas Migration 10.12 Bridging Borders and Breaking Silos: Leading a Complex Multinational Infrastructure Rollout 10.13 The Global Leap: Project Management Strategies for International Growth 10.14 Project Study - X - From Barriers to Breakthroughs: A Smarter Approach 11 CHALLENGES WITH PROJECT MANAGEMENT METHODOLOGIES 11.

0 Introduction 11.1 Excellence Defined 11.2 Recognizing the Need for Methodology Development 11.3 Enterprise Project Management Methodologies 11.4 Benefits of a Standard Methodology 11.5 Critical Components 11.6 The Importance of Benefits and Value 11.7 Valmet Customer Project Management 11.

8 Hitachi: Program and Project Management Standardization in Global Projects 11.9 Howard Consulting: IT Operational Biopharmaceutical Efficiency Case Study 11.10 Project Management Tools and Socialized Project Management 11.11 Artificial Intelligence and Project Management 11.12 Listening to The Voices in Artificial Intelligence Deployments 11.13 Overcoming Project Challenges with AI: State of the Art - Generative AI - Open Innovation 11.14 Life-Cycle Phases 11.15 Churchill Downs Incorporated 11.

16 Indra Group: The Need for a Methodology 11.17 Implementing the Methodology 11.18 Implementation Blunders 11.19 Overcoming Development and Implementation Barriers 11.20 Wärtsilä: Recognizing the Need for Supporting Tools 11.21 General Motors Powertrain Group 11.22 Indra: Closing the Project 11.23 When Traditional Methodologies.