Leading engineering teams in a global environment

Today's global environment has presented some new challenges for project managers. Technical programs today may involve a systems group in Phoenix, a software group in Bombay, and a manufacturer in Beijing. The mixture of cultural, political, and legal issues has added a new level of complexity to the already difficult role of a technical project manager. This paper is aimed at addressing the issues faced by today's global team leaders. It begins with a review of concepts and terms in international organizational behavior. It then explores different scenarios and offers a systematic, practical approach to global project management. The perspectives are taken from engineering leaders' across Europe, Asia, and North America. The paper is drawn on the author's personal international business experiences as well as successful practices of other industry professionals. At the conclusion the reader will have a good understanding of how to approach and manage a global project successfully.