Master of Business Administration

Assignment Cover Sheet

Full Name Maung Maung Soe Grade / Marks

Student ID MB180103
Email address [email protected]

Module Information
Module Name Project Management

Lecturer Name Win Thu Aung

Unit 2
DQ#1-What is the difference between projects, from the view
Assignment Title of the PMBOK, and the view of CPE from Grisham (2009).
DQ#2- What leadership skill and attributes do you believe are
essential for an international project manager? Why?
Submission Due Date 20.09.2018

Submission Date 12.09.2018

Intake 7

Word Count 1049

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Student’s Signature: ……………………………………………………………………

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Master of Business Administration

 Assignment Assessment Form

Student Name Maung Maung Soe

Module Name Project Management
Lecturer Name Win Thu Aung
Assignment Title Unit 2
DQ#1-What is the difference between projects, from the view of the
PMBOK, and the view of CPE from Grisham (2009).
DQ#2- What leadership skill and attributes do you believe are
essential for an international project manager? Why?
Submission Due Date 20.09.2018
Intake 7
Score 5 4 3 1 Weighted
I. Content
Reasonably accurate details are present to support the main ideas.
Relevant to question
asked
Effective use of Theory
Topics discussed in
depth
Logically development
of argument
Integration of Reference
material
Relevant to question
asked
II. Originality
The writer seems to be writing from knowledge or experience; the ideas are fresh and original.
Originality and creative
thoughts
Goes beyond basic
course material
III. Presentation
The form and presentation of the text enhances the ability for the reader to understand and connect
with the message. The writer demonstrates a good grasp of standard writing conventions (e.g.,
spelling, punctuation, capitalization, grammar, usage, paragraphing) and uses conventions effectively
to enhance readability.
Language fluency and
style
Well organized and clear
framework
IV. Referencing

The APA citation format requires parenthetical citations within the text rather than endnotes or
footnotes. Citations in the text provide brief information, usually the name of the author and the date
of publication, to lead the reader to the source of information in the reference list at the end of the
paper.
Acknowledge of sources

DQ#1-What is the difference between projects, from the view of the PMBOK, and the view
of CPE from Grisham (2009).

In PMBOK, A project is a temporary endeavor undertaken to create a unique product,

service, or result. The nature of projects indicates that it has beginning and end. It can be
reached to the end when it’s objectives have been achieved or when the needs for project no
longer exists, or when it is terminated by client or when it is terminated because of its
objectives will not or cannot be met. Temporary does not mean the duration of project is
short , it refers to the project engagements and its longevity , it does not typically apply to the
product, service, or result created by the project: most projects are undertake to create a
lasting outcome. As example, a project to build a national monument will create a result
expected to last for centuries. It can also have social, economic, and environmental impacts
that far outlive the projects themselves[ CITATION Pro13 \l 18441 ].

International project is one that utilizes resources from or provides services in more
than one country, physically or virtually. A unique, transient endeavor undertaken to create a
unique product or services in, more than one country. A project performed in a single country
with international background by utilizing local people is an international project. And then, a
project that utilizes resource from, and provide services in, multiple countries is also as
international project. One common denominator is the need for XLQ (Cross-cultural
Leadership intelligence). The view must be extended to encompass all organizations in the
collaborative project enterprise (CPE) for international projects. It is true that projects are
temporary organizations formed to perform the project, then they are acculturated, and finally
they are dissolved (Mintzberg 1983: Brown and Duguid 1996: Toffler 1997: Winter, Smith et
al.2006). International projects that make use of alliances, joint ventures, consortiums, and
value changes must functioning in a way as to promote the successful completion of the
project. Doing this requires each organization to change and adapt internally to the external
CPE (Turner and Muller 2003)[ CITATION GRI10 \l 18441 ].

Project manager is the person assigned by performing organization to achieve the

project objectives in PMBOK, the modifier “lead” to describe the project manager who has
ultimate responsibility for the execution and successful completion of project, not just for
organization, but for CPE. The person of group that provides the financial resources in cash
or in kind for the project and can turn to for support is sponsor and stakeholders mean that a
person or organization that is actively involved in the project, or whose interest may be
effected by the execution or completion of the project in PMBOK. But sponsor means a
person in top-level management who is responsible for the project, who has the ability to
commit organization resources, to alter profit and loss metrics, and to remove obstacles and
then stakeholder means that a person or organization that has an interest in the project, who
could be impacted by it in CPE. Most international project require different organizations to
come together to provide services and expertise to a customer. According to the PMBOK
program management is “the centralized coordinated management of a program to achieve
the program’s strategic objectives and benefits.” The difference is that a program is a single
organization in the PMBOK. However, a program of projects is put together to realize a
strategic goal set out by the organization (CPE). It initiates a group of interrelated projects, to
be able to achieve, to deliver the products or outcomes needed to attain this goal and it
defines the organizational changes needed to facilitate the strategic change. [ CITATION GRI10 \l
18441 ].

DQ#2- What leadership skill and attributes do you believe are essential for an international
project manager? Why?

The leadership of projects that are conducted in multiple countries and cultures means
international project management. International projects differ from domestic projects by
their complexity of culture, politics, law, local practice, language, time zones, holidays,
processes, resources, and more. It is same basic project management process between
international project and domestic project but a project manager without domestic experience
also can lead an international project. Leadership means is the ability to inspire the desire to
follow, and to inspire achievement beyond expectations[ CITATION GRI10 \l 18441 ].

It is critical that international project manager have an understanding of the context

within which she or he works because the international markets have not yet agreed on
accepted standard. The diversity in everything from culture to technical standards is
astounding, and it is what makes international project management both challenging and
rewarding. Most projects today involve cultural diversity such as personal, societal, group,
and business. The demand for project managers with cross-cultural leadership skills is
increasing rapidly. The hypothesis is that there are cross-cultural leadership intelligence
(XLQ) attributes that are effective, regardless of culture. One of the key factors for project
managers is that how they manage conflict. All human endeavors include conflict in culture,
personalities, priorities, or ideas, to name a few. Conflict shall be embrace and guided for it
will occur. The knowledge gained through conflict is invaluable, and then this knowledge is
an opportunity for the lead project manager to build trust for hem or her. The descriptors for
trust are care and concern, character, competence, dependability, fearlessness, humaneness,
integrator, integrity and ethics and trust and justice. The empathy is that the ability to put
oneself in another’s place, to know other’s experiences from their perspective, and to
communicate this understanding to them in a way that is meaningful, while at the time
recognizing that the source of one’s experience lies in the other. Cultural, intelligence,
humaneness, servant leadership. The power that also attributes in project management is the
capacity to influence behavior and attributes to achieve intended results. It can be described
as knowledge power, position power, power distance, referent power and reward and
punishment power. Transformation includes inspiration, charisma, risk change and vision.
The single biggest problem in communication in the illusion that it has taken place. Margaret
defined on culture as a body of learned behavior, a collection of beliefs, habits and traditions,
shared by a group of people and successively learned by people who enter the society. On
international project, there will be likely be a combination of face-to-face interactions and
virtual ones. Trust is a pivotal in a global virtual team to reduce the high levels of uncertainty
endemic to the global and technologically based environment[ CITATION GRI10 \l 18441 ].

Bibliography
GRISHAM, T. W. (2010). International Project Management - Leadership on Complex Enviroments.
United States of America: John Wiley & Sons,Inc., Hoboken, New Jersey.

Institude, P. M. (2013). PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK GUIDE) Fifth

Edition. Newton Square, Pennsylvania : Project Manageent Institude, Inc.

Newton, R. (2013). The project management book. Harlon: Pearson Education Limited.

System Biases and Culture in Project Failures. (December 2008). Project Management Journal.

Works Cited
GRISHAM, T. W. (2010). International Project Management - Leadership on Complex Enviroments.
United States of America: John Wiley & Sons,Inc., Hoboken, New Jersey.

Institude, P. M. (2013). PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK GUIDE) Fifth

Edition. Newton Square, Pennsylvania : Project Manageent Institude, Inc.

Newton, R. (2013). The project management book. Harlon: Pearson Education Limited.

System Biases and Culture in Project Failures. (December 2008). Project Management Journal.