The Early Warning Procedure in an International Context

Abstract

The globalized business and organizational environment is creating a growing need for project managers that can operate in a variety of cultural and socio-economic settings and are capable of handling the complexities that arise while working in an international context. It is of course a very important aspect to be considered by project managers to identify the early warning signs of problems timely enough to take preventive actions in order to avoid undesired consequences. This act can be more challenging when performed in an international context which in nature is more complex. In this study we endeavour to scrutinize the early warning identification process as part of the management system in international projects and the possible obstacles which exist within this procedure. A real ongoing international R&D project will be used as an example to help us better clarifies the concept.