International Project Management

This document provides an overview of international project management, focusing on the BENBAN solar power project in Egypt. It covers project organization, stakeholders, strategies, and cultural gap analysis.

Running head: INTERNATIONAL PROJECT MANAGEMENT
International Project Management
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Table of Contents
1-Project Overview..........................................................................................................................2
2-Project Industry and Characteristics.............................................................................................2
3-Project Organization and Stakeholders........................................................................................4
4-Project Strategy-MNC, Business, Corporate, Functional.............................................................5
5-Other Project Management Knowledge Areas.............................................................................6
6-Cultural Gap Analysis..................................................................................................................7
References........................................................................................................................................9
Bibliography..................................................................................................................................10

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1-Project Overview
BENBAN is a solar power project which has largest solar generation facilities in the
world and this project is related to renewable revolution. The project is included construction as
well as operation of 41 individual PV electricity generation facilities included area of 37.2
kilometers near Upper Egypt. Mission of the project is contributed to Egypt’s energy self-
sufficiency. The vision of this project is to become world’s largest solar plant. The corporate
strategy of the company is focus on growth and New & Renewable Energy Authority (NREA).
There are three tripe constraints in the project such as scope, cost and schedule. Based on
infrastructure scope, NREA builds access to the roads and on-site roads for the site of project.
The power plant scope is to build a solar plant with 700,000 panels. It provides a tracking system
for the solar power plant. The cost is included an expected investment $3.5B to $4B USD. The
schedule of this project is 10-12 months.
2-Project Industry and Characteristics
BENBAN project is a based on solar power plant industry which grows interest from
longer term investors into the solar energy stocks. The solar energy is projected to become
world’s largest sources of energy by the year 2050. The global economy of Egypt shifts from
fossil fuels and polluting energy. There is a decrease in water footprint linked with the solar
energy systems fueled the demand in power generation sectors, hence the solar leads ahead of the
new alternatives industries.
The international project characteristics of BENBAN solar power plant project are as
follows:

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Complexity:
The stakeholders require establishing the system as well as policies which enable
communication and cooperation across various time zones. In BENBAN project, there is
involvement of the stakeholders from various parts of the world such as Egypt government,
private sectors, locals and international investors. The international investors of the project are
World Bank International Finance Corporation, New and Renewable Energy Authority and 41
solar PV developers. There is a challenge when outside countries are involved into the project as
they have different time zones.
Risk:
Due to complexity in project plan, the project will become over budget and time
overruns. There are risks of political instability, risk of the disease transmission because of influx
of travelers, shortage of the water supply and inter tribal rivalries.
Uniqueness:
This project has objective to supply 20% of the electric power of Egypt by the year 2020
from the solar energy. The project is funded by nine international banks. The project is unique
due to applying of Egyptian national legislation.
Diversity:
Diversity is the cultural differences into values, beliefs as well as behaviors learned and
shared by the project groups. The project is consisted local culture and there is different
organizational culture, language as well as national cultures of various workers, suppliers along
with investors.

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Dynamics:
The international project faces changes in price of solar power per kwh due to larger
competitors. There is higher involvement of NREA and EETC, therefore there is change in
governmental leadership as well as policies which provide impact on the project.
Limited resources:
There are limited human resources of 12,000 total employees while total resources
included site engineer as 6,500.
3-Project Organization and Stakeholders
The project stakeholders those are involved in BENBAN project are local project affected
communities, developers, governmental entities, collaborating companies, environmental
institutes and agencies and ministries and general authorities. The other stakeholders are army
and police force and international financial institutions.
ProjectManagerCommunitiesAgenciesGovernmentalentitiesEnvironmentalentitiesMinistersPoliceforceCollaboratingcompaniesFinancialinstitutionsDeveloper

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Figure 1: Organization structure consisted project stakeholders
4-Project Strategy-MNC, Business, Corporate, Functional
Following are the project strategies for BENBAN project are as follows:
Business- The BENBAN project is applicable to the organizations which have various
businesses of solar power plants and each of the businesses is treated as the strategic business
units (SBU). The concept of this unit is to increase growth into energy supply throughout
renewable energy sources. For each of the product group, the nature of the market is to increase
in market share of the solar as well as wind energy within Egypt. When SBU is applied, then
each SBU units have set their own strategies to become largest solar generation project which
has purpose is to contribute energy self-sufficiency.
Corporate- It is occupied with high level of strategic decisions and deal with the
objective of the solar power plant project is to become world’s largest sources of the energy by
the year 2050. The top management level of the solar plant makes project related decisions. The
natures of decisions are value oriented, and concrete than the decisions which are taken at the
functional levels.
Functional- The functional strategy is related to single functional operations as well as
activities involved. It deals with plan provides objectives for the function, allocation of resources
for various operations of the solar power plant and coordination among them for contribution to
achieve SBU (Harrison & Lock, 2017). The functional level decisions are constrained by entire
strategic considerations.

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MNC- The solar companies are offering larger varieties of the products as well as
services. The long term investors are growing interests into the solar energy stocks.
5-Other Project Management Knowledge Areas
 Project scope management
 Project schedule management
 Project cost management
 Project resource management
 Project stakeholder management
 Project risk management
 Project communication management
 Project procurement management
 Project quality management
 Project integration management
The project management knowledge areas which are associated with BENBAN project are as
follows such as:
Project resource management: It is effective development of the organizational resources
such as financial, production, information technology and human skills.
Project stakeholder management: The stakeholder analysis classifies the stakeholders and
identifies needs and requirements of the project (Harrison & Lock, 2017). It is identifying,
analyzing, planning and implementing actions to engage the project stakeholders.

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Project risk management: It is a process which included risk assessment to identify the
project risks and mitigation strategies for eliminating the impact of risk events (Köster, 2009).
Project quality management: It is the process to make sure that the project activities are
designed, planned and implemented project effectiveness with respect to the project objectives
and its performance (Hornstein, 2015).
Project communication management: It includes processes required to make sure that there
is timely generation of the project information. It provides with critical links among stakeholders
and people those are required for project success.
6-Cultural Gap Analysis
The project is consisted BENBAN local culture. The cultural gap analysis is related to the
cultural differences among areas of the project management sensitized that the project manager
has potential to differ in stakeholder’s behaviour in context of project management. The cultural
gap analysis raises awareness of project manager regarded manifestation of the cultural
differences in the BENBAN solar power plant project.
As per the cultural gap analysis tool, BENBAN project is followed following factors such
as:
Hierarchy: The stakeholders those are involved in the project are followed hierarchy
structure with different levels of the authority and chain of command between the superior and
subordinate levels of the project organization. The higher level can control lower level of
hierarchy.

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Embracing risks: The identified construction risks in the project are moved in such a
situation where it involved exposure to the dangers.
Group: All the project teams members are involved in the project as a group those are
manage the project schedule and budget plan to complete the work successfully (Köster, 2009).
Circumstances: The project team members are familiar with both positive and negative
circumstances of the project work to analyze the plan on time.
Conflict: The team members manage the project conflicts which are occurred due to lack
of understanding of the project work (Köster, 2009). Conflict resolution process is used by
project manager to manage the conflicts among them.
Relationship: The team members have stronger relationships to manage all the project
related works.
Achievement: The project plan achieves success due to proper completion of the project
work on time with scheduled time period and estimated project budget.
Synchronic: Each of the project team members are from different regions, therefore they
are using different languages to communicate with others (Köster, 2009).
Theoretical: The project plan is theoretically designed to each of the members with in-
depth analysis of the work so that each of the members can understand their problems.

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References
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Köster, K. (2009). International project management. Sage.

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Bibliography
Binder, J. (2016). Global project management: communication, collaboration and management
across borders. Routledge.
Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and
project success in different project governance contexts. International Journal of Project
Management, 33(6), 1377-1392.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and
technology. Routledge.
Sánchez, M. A. (2015). Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, 319-330.
Turner, R. (2016). Gower handbook of project management. Routledge.