National Energy Resources Australia (NERA) has this last week released its sector competitiveness plan looking at the opportunities and challenges facing the Australian energy resources sector. The plan is extensive and far reaching and is well worth reading if you are involved in the sector either as an active participant or as an observer.
Understanding why your project is adopting an international execution strategy is an important step in planning your project. There are a number of reasons modern project may or may not go international, they will all have a large influence on the way the project is run and its potential risk profile.
This article considers five of the major reasons that will influence the decision.
Technology and costs are rapidly changing the way future projects will be approached. Those running these new projects will need new skills and techniques to be successful. It will no longer be a case of being able to simply being able to deliver technical work, team members will need to be exceptional communicators and understand how to work in increasingly complex and harder to predict environments.
Training and developing personnel to take on the key roles of leading international interfaces in virtual team projects is an ongoing task for most businesses who operate in the space. This article considers some of the reasons the development of personnel for these roles is important.
All too often organisations send personnel off on international project assignments with little to no support. They receive a visa, a plane ticket and a contract and that’s about it, the organisation then trusts to luck and the employee’s skill that the secondment and the project associated with it will be a success.
It really does not have to be that way though, a little bit of training, some mentoring and coaching and general support than the outcomes can be so much more predictable.
This article is for those on the receiving end of these poorly planned placements, tips to survive when thrown in at the deep end on an international project.
Securing personnel for international or intercultural assignments and postings can be a difficult task. It is generally easier to find candidates with the right technical skills than the right cultural and motivational ones, yet, getting the motivational balance wrong can lead to major issues as the deployment progresses.
This article looks at some of the issues associated with finding those right personnel for your needs.
Finding real, genuine leadership role models in the crowded and highly distorted modern world is a major challenge for aspiring leaders. All too often they are left choosing between a media creation on a TV show or in a movie, a politician or a sporting personality, when the people they really need to be emulating are the business leaders, business leaders who are unable to show their true colours because of corporate spin and media control.
Building a successful international project team relationship requires a broad span of abilities, these range from whatever the technical needs of the role are to many interpersonal and cross cultural abilities. This article discusses some of the ways an organisation can access and utilise many of these skills, skills that can be either internally or externally sourced.
Selecting personnel for an expat assignment is a critical activity that can have major impacts on the overall outcome of a project. Pick and send the right people and you will have a solid and productive team who will take care of each other and deliver the best project possible, pick poorly and your project outcomes could be very disappointing and personnel will not have a good experience.
I am delighted to say that I have had an article published in ICCPM Connect, the quarterly journal of the International Centre for Complex Project Management. In the piece I discuss some of the attributes and skills needed to successfully lead a virtual team in a large and complex project environment.