The Collaborative Program Enterprise (CPE) program prepares organizations to succeed. Each organization needs to field a leader, not a manager, and there of course must be a CPE executive to lead the overall effort. The use of technology, the deployment of automated and remote-control vehicles, and the lack of direct human intervention on-site make a CPE approach of vital importance. A CPE defines the roles and responsibilities of the stakeholders, and helps avoid costly disputes, misunderstandings, and unallocated risks. Today project managers call programs CPEs, where each organization looks at the endeavor from two perspectives: their contribution, and how it is connected to that of the other organizations. The Program Management Information Systems (IPMS) system was designed to provide a platform for CPEs. An IPMS system has been in use by all the organizations who contributed to the world's ocean floor scanning as well.

Early man undertook to build things, and that consumed financial resources, and required people to do the work. Many of the projects like Mohenjo Daro in what is now Pakistan constructed practical works that people needed. In this case, it is the first known public sewer system. Collaborative Project Enterprise (CPE) is a way of looking at leadership on complex projects. CPE is a way of looking at leadership on complex projects. The project was an EPC (engineer, procure, construct) venture where we worked for the EPC contractor. The competence of a leader is to know which ones are needed and in what degree for each individual. A strong individualist in Germany and a strong individualist in the United States may have quite different personalities and backgrounds. Power is a more fundamental dimension with the descriptors being referent, knowledge, position, power distance, reward/punish, and competence.

It is becoming clearer than ever that new ideas about conflict resolution lie in interdisciplinary research. This paper will look at the importance of cross-cultural leadership in avoiding and resolving conflict on construction projects. It will also review some recent work on dealing with conflict on international projects in which the number of participants is especially large, and thus the probability of conflict increased. This paper will also look briefly at some patterns of thinking from game theory that can broaden the scope of the discussion about conflict. (C) 2013 American Society of Civil Engineers.

This chapter contains sections titled: Introduction Aspects of risk Relationships and contract structures Cross-cultural leadership intelligence Risk maps Conclusion References

PurposeThe purpose of this paper is to provide project management (PM) students with an example of the Delphi research approach that was applied to a recent doctoral research thesis. The objective is to provide both a description of the approach and an explanation of how it was successfully applied so that researchers in PM may become more aware and expand their perceptions of methodological options available to them.Design/methodology/approachThe paper sets out a literature review of the Delphi approach and explains this research method as it was experienced as a research tool. The paper also provides reflection on the experience of being a researcher undertaking a doctoral study.FindingsThe Delphi approach is one of many that may be selected for researching PM issues and problems. It is appropriate for researching complex issues where larger scale quantitative “hard data” fails to unearth richness in tacit knowledge to help the research understand subtle expert opinion. It does not offer the rigor of clinical testing or quantitative analysis, but it provides a scientific methodology that is well suited to issues that require the insights of subject matter experts. The use of Delphi in this context was successful in that the thesis was passed and so its use in this context may be now considered as proved through rigorous examination.Originality/valueThe paper provides a solid literature review that may be used or referred to by researchers wishing to adopt this research approach. It also describes the protocols and processes adopted in the doctoral study. Thus, this paper provides the opportunity for PM researchers to expand their repertoire of research tools. Practitioners may also benefit from this paper as it provides a useful approach to assess and validate expert knowledge that could be contestable in a range of practice situations.

Previous research confirmed that there are cross-cultural leadership attributes, or dimensions, that are universally effective, regardless of culture. This paper provides a short summary of that research, and of the resulting Cross-Cultural Leadership Intelligence (XLQ) model, and tests the model on three large international projects.

The construction industry is slow to change, and the Project Management profession is slow to emphasize the soft skills that are so difficult to discuss, improve, and manage. Since cross-cultural leadership skills are a necessity in all construction markets today, a model for cross-cultural leadership is needed. Earlier this year as part of the Doctor of Project Management program, research was undertaken to explore the hypothesis that there are cross-cultural leadership dimensions that are effective internationally, regardless of culture. This paper will provide an overview of, and report on the results of that research. The research was based on a definition of leadership as the ability to inspire the desire to follow, and to inspire achievement beyond expectations.

With the worldwide globalization trends, studies of organizations and their organizational cultures have gained more importance. However, there remains a limited empirical understanding of organizational culture in the context of construction. This study examines the cultural profile of organizations operating in Turkish Construction Industry. The data reported are from 107 contracting and 27 architectural firms. In the study, Cameron and Quinn's OCAI (Organizational Culture Assessment Instrument) was used to compare organizational cultures of the sampled firms. The findings show that the construction industry has been dominated by companies as clan and hierarchy type organizations. In addition, the analysis reported here indicates organizational culture differences in terms of firm type, size, and age.

PurposeThe purpose of this paper is to describe the theory and benefits of poetry, storytelling, and metaphor when applied to cross‐cultural leadership.Design/methodology/approachThe methodology utilized is founded on preliminary research on metaphors, poetry and leadership with examples and connections based upon experience.FindingsExplains how the use of poetry and metaphors can be utilized by a leader to build trust and demonstrate empathy; how to communicate more effectively; and, how to inspire.Research limitations/implicationsPossible future research on the psychological and sociological aspects of the messages that most impel, mobilize, and inspire people to act on complex ideas.Practical implicationsLeaders can approach communications, empathy, and trust with a tool that will enable them to inspire action in complex cultural environments.Originality/valueThere has been little published on the connection between effective leadership and the use of poetry and metaphor. Leadership requires the ability to inspire the desire to follow, and to ignite the intellect and emotions of those who follow.

The purpose of this research is to explore and test conceptual issues of how communities of practice (CoPs) are a recognized means of transferring knowledge. Analysis of data, derived from reflection upon experience gained by close full‐time engagement on three complex, large‐scale engineering construction projects. Five emerging themes that help to explain how CoPs may be nurtured to increase the effectiveness of project management are revealed: creating a knowledge environment, discovering and recruiting potential members, information sharing, time for communicating, and motivation and rewards. The development of CoPs requires time and the creation of a knowledge environment. In the complex world of international construction, most projects are unique physical undertakings, have teams that have never worked together before, have a limited duration, with participants located in numerous countries. Thus, there is a natural tension between the need and the reality that requires strong cross‐cultural leadership, and special techniques, if CoPs are to be utilized. This paper practically illustrates, based on rigorous organizational literature theory largely missing from the engineering community, how CoPs can be actually nurtured and used. The metaphor used to illustrate this should resonate strongly with construction engineers and designers.

Summary: People with strong leadership skills can be more effective Project Managers (PM). Organizations are becoming flatter, culturally rich, geographically diverse, and intensely competitive. The possibilities for conflict are greater in such environments, and PM’s must have sufficient competencies to lead in such situations. This paper will reflect on three complementary leadership competencies that are addressed in world wide competency standards, that of, conflict management, negotiation, and effective communication, which the authors argue are not well represented in the National (Australian) Competency Standards for Project Management. These competencies have been found by the authors to be most useful in practicing project management. To manage conflict a PM must understand the basics of negotiation theory and effective communications. This paper discusses some recognized negotiation techniques, and useful communications skills that will enhance the ability of PM’s to be more effective not only in conflict management, but in many aspects of Project Management.

Summary: People with strong leadership skills can be more effective Project Managers (PM). Organizations are becoming flatter, culturally rich, geographically diverse, and intensely competitive. The possibilities for conflict are greater in such environments, and PM's must have sufficient competencies to lead in such situations. This paper will reflect on three complementary leadership competencies that are addressed in world wide competency standards, that of, conflict management, negotiation, and effective communication, which the authors argue are not well represented in the National (Australian) Competency Standards for Project Management. These competencies have been found by the authors to be most useful in practicing project management. To manage conflict a PM must understand the basics of negotiation theory and effective communications. This paper discusses some recognized negotiation techniques, and useful communications skills that will enhance the ability of PM's to be more effective not only in conflict management, but in many aspects of Project Management.