Project management principles and practices

¶ … international project team. Furthermore, my experience in dealing with such a team is certainly relevant to the article written by Neverauskas and Ciutiene (2011) and their explanation of "theoretical approaches" for project management problems (p. 845). There are a number of different facets of this particular article that make it difficult to understand. The bulk of them pertain to the fact that the authors are obviously non-native speakers of English, and appear to only have written in this language in order to gain a wider readership and to communicate better with others. In this respect, English serves as a neutral means of communicating between disparate parties who all have some working knowledge of this particular language in common.

However, what is probably most notable about this article is the point of commonality that it shares with my experience with an international project management team. That experience largely involved facilitating presentations and panel discussions at an international conference pertaining to information technology. Despite the fact that there were people from six of the seven different continents on the globe in attendance (encompassing numerous companies), most people in attendance and those of us engaged in the project were not considerably bothered by the inconsistencies and grammatical errors that were issued by non-native speakers of English. This fact is true because of the point of commonality between this experience and the writing in the aforementioned paper. Although the syntax, grammar, and even punctuation were euphemistically creative, the main thing that people cared about was the content. Both the content in the previously referenced article -- such as the information it contained regarding the "maturity process" of projects (Neverauskas and Ciutiene, 2011, p. 845) and that in the international IT conference were compelling to the specialized groups that absorbed that content. So, although the poor mastery of English and the heavy accents proved distracting, the academic and didactic nature of the content greatly overshadowed both of those facets.

The most prudent course of action to initiate an enterprise-wide operating system that will function with industry specific applications is the second choice, in which one is able to find a support structure of internal and external mentors to help you organize and implement this project. This choice is most desirable because of the ridiculous nature of some of the other choices listed in this assignment. However, it is also one of the most sustainable options due to a number of different factors. By utilizing a support structure of internal and external mentors, the project manager is ensuring that he will have continued assistance with the myriad questions and concerns that such an information technology implementation is bound to have during at least the first year of its operation. Moreover, utilizing internal mentors (such as those within the company's own IT department) helps the company actually create a sense of ownership in the stakeholders that will be using and maintaining this new operating system.