GxP-Blog

If a company is equipped with the appropriate technical know-how and the necessary resources, a local project is relatively easy to manage. However, if a project is to be implemented abroad, the following factors play a role quite different factors play a role: especially if there is only a small or no technical support team or the technical know-how is scattered over several locations and time zones If such factors are only is not sufficiently taken into account, delivery difficulties may occur. The risk of the project failing increases. Properly managed, such factors can turn into advantages and, in project planning and implementation simplify many things. For international projects to be successful, a deep understanding of these factors is required so that you can use them to your advantage.

Often missing in the country where a project is to be realised, which requires technical or other know-how (local context). In case of doubt, the Experts at various locations all over the world and not before Location. But if this expertise and included in the project, this brings enormous advantages. A Guarantee that this is done across borders However, there is no such thing as direct implementation across the board. For this a strong Team on site needed. This is the only way ensure that internationally existing know-how to the local context is applied appropriately. Because it offers help with problems before location, ensures that all project work complies with local rules and standards adjusted accordingly and after common procedures can be implemented. It is a complex but crucial task for international projects, such a team with the right to compile competences.

Each country has its own regulations: for example, in matters of safety engineering, technical standards, building permits and environmental protection. These conditions must be clear from the outset so that the project can be adapted accordingly.

Equally important: a precise knowledge of the specifications and lead times of the local authorities responsible for approving the project, and the use of the right resources for preparing the documents that are submitted to the authorities for review. Failure to comply with local rules and regulations or the use of insufficiently authorized engineers has consequences for the project such as rework, delays and unexpected costs.

In international projects, there is a technical side to the legal side: the same technical problems are solved in different ways depending on the country. There are many reasons for this: different technical procedures are used, material availability is not always guaranteed, qualifications or practices differ. Logically, this leads to friction between the team on site and the engineering team that is sent to provide support. If a company is provided with the appropriate technical know-how and resources, a local project is relatively easy to manage. However, if a project is to be implemented abroad, completely different factors play a role: especially if there is only a small or no technical support team or if the technical know-how is spread over several locations and time zones. If such factors are not sufficiently taken into account, delivery difficulties may occur. The risk that the project will fail increases. Properly managed, such factors can turn into advantages and simplify many things in project planning and implementation. For international projects to be successful, a deep understanding of these factors is required so that you can use them to your advantage. International management with virtual teams Communication within the project team across time zones and language boundaries.

With good management, different procedures and approaches can enrich the project. Failure to react in time or appropriately will result in suboptimal solutions and disappointment for the customer. Last but not least, the project form and design must be adapted to local customs and practices and any language problems must be taken into account.

It cannot be stressed enough: All this should be correct at the beginning of a project to avoid unnecessary and costly rework. Successful and early involvement of local and expatriate teams is essential to ensure that all legal requirements, technical solutions and country-specific procedures are taken into account.

International projects usually require teams from different cultures to work together. With the right management of these cultural differences, unnecessary misunderstandings and complications can be avoided. Well-managed cultural diversity can enrich the project by bringing together different approaches and perspectives. When managing multicultural teams, there are a few important elements to consider:

• Knowledge of how the team works 
  Working hours, breaks, reaction times etc.
• Perception of cultural differences
  The teams consist of people with different customs, sensitivities and religious practices. These must be understood and taken into account at an early stage.
• Consideration of language differences 
  Although English is spoken in most international projects, not all team members have a good command of this language, if at all. Furthermore, it is possible that authorities or contractors may require a language other than English for the project.
• Define communication channels 
  For efficient communication it is important to define and establish the adequate communication channels for each situation and context. Nothing hurts a project more than bad communication.

International projects require virtual collaboration between teams, often across different time zones. Communication barriers that could endanger the project must be counteracted with consistent management. With the right approach, the productivity of the team can be increased: for example, by project days that exceed the usual eight working hours per day. A lack of management of virtual teams can easily lead to difficulties or even failure in a project. Working efficiently across different time zones is one of the main problems of multicultural teams. Frequently:

• Meetings at awkward times,
• answering urgent e-mails or SMS messages outside of normal working hours
• Phone calls outside normal working hours.

This can easily lead to tension between team members. Therefore, rules must be developed in advance to prevent this. To facilitate communication between the teams, as many communication channels as possible are advantageous. Precautions must also be taken to avoid scattering delicate project details.

The following communication channels should be considered:

• E-mail 
  Ideal for planning meetings, updating teams, and sharing files and information for reference purposes.
• Phone calls
  deal for inquiries, discussing problems, different views and possible misunderstandings and conflicts. Important project information must be recorded in detail after telephone calls.
• instant messaging
  deal for the rapid exchange of urgent information.
• Video and telephone conferences 
  Ideal for strengthening the involvement of all team members. Also to strengthen the feeling of solidarity in the team.

In addition to the project team itself, local and global engineering teams are often involved in international projects. The success of the project is equally important to them, but they often have different approaches to achieving this goal. Global engineering teams, for example, want to enforce standards that local teams regard as inefficient and costly. Project responsibilities and powers may also overlap. This leads to conflicts of interest, which must be carefully managed.müssen.

International projects with virtual teams have clear advantages: The optimal skills and knowledge therefore arrive at the place where they are needed. However, the management complexity here is much higher than with conventional projects at the same technical level. To avoid project failures, the causes of this complexity must be carefully addressed from the very beginning. IPB-Chemgineering has the experience and management competence to successfully implement international projects by combining know-how with local engineering teams. We successfully plan and implement projects in various markets in Europe, Southeast Asia, the Middle East, China, Latin America and the Caribbean. With the help of our international expertise, you can harmonize technical standards and proven methods in the individual countries. At the same time, we guarantee comprehensive on-site implementation, strict cost control and on-time project completion.