The World Banks Global Program for Avian Influenza Control and Human Pandemic Preparedness - Case Study Example

Managing International Projects

Case Study 1: The World Bank’s Global Program for Avian Influenza Control and Human Pandemic Preparedness and Response: Strategy and Structure

Introduction

The contemporary world presents a critical challenge to the lives of human beings in terms of their health. Essentially, there is existence of a lot of global pandemics which pose a threat to human existence. These global diseases are caused and spread by different agents. In this regard, the outbreak of a highly pathogenic avian influence (HPAI) which started in 2003, has posed a global threat to many states. The disease is believed to have started in various parts of Southeast countries with a recent occurrence in Europe. The increased number of known cases of avian influenza has attracted various global organisations to find a solution to them due to their severe consequences caused in various countries (Brahmbhatt et al., 2010). Apparently, not all countries around the world are able to fight the effects of this disease. In effect, the World Bank took an initiative of helping various countries to fight this pandemic. World Bank’s aim was to set a program for avian influenza control and help human beings to be prepared to response to any related cases of a deadly pandemic. The success of such initiatives is in most cases influenced by various factors. As such, this prospect essay focuses on establishing the key success factors and how the organisation developed a set of a success criterion.

The Key Success Factors for this International Project

In any international projects, which aim at solving a certain problem, the organisations involved have to focus on specific key factors. These factors enable in the strategizing and implementing the recovery strategy for the organisation. In this regard, the following are some of the key factors which would have been considered by the World Bank in their international recovery program of avian influenza among the affected states. Firstly, using a two-pronged strategy would have led to the effective implementation of the recovery program in various countries (Brahmbhatt et al., 2010). Essentially, a two-divided strategy would be effective for this international program because it would be effective in fighting various risks caused by the disease in various parts of the world. The side of the strategy would have been focused on the control of avian influenza in places which are highly affected (Bell & Maureen, 2014). The regions with high risks of avian influenza infections would have been dealt with in the first strategy through poultry vaccination and culling. The second strategy would have been focused on a simultaneous preparation of short and medium term actions to reduce the risk of human contraction of the disease (Brahmbhatt et al., 2010). This strategy would have been effective in the preparation for the eventuality of the disease. This factor, therefore, would have been vital for this organisation to fight sufficiently the spread and effects of avian influenza.

The second fundamental factor in the success of this project would have been carrying out awareness in the regions which were not affected to prepare early (Brahmbhatt et al., 2010). Preparedness is a pivotal aspect which plays a significant role for international organisations in solving global threats. The goal of the World Bank was to prevent the spread of the disease in animals to lower the origin of the virus in various environments. Additionally, it aimed at mitigating the outbreak of the disease in human beings. As a result, the organisation needed to have a shared vision for the origin, spread and effects of the disease on animals and human beings (Brahmbhatt et al., 2010). The awareness would have been done in using the money donated by over one hundred delegates who attended the 2006 Beijing meeting. Koster (2010) posits that carrying out a global awareness about the disease is an effective strategy which helps both affected and those who are not affected to control the disease.

Thirdly, in order to have an effective implementation procedure, it was important for the organisation to have a coordinated structure sanctioned with multi-sectorial activities for various implementation responsibilities (Koster, 2010). Evidently, the disease was affecting various parts of the world. As such, it would have been very effective for the organisation to set up various departments to deal with specific circumstances of the disease. For instance, the crisis department would be solely responsible for dealing with countries which are in a crisis stage of avian influenza. The fourth key factor for the success of the project would have been focused on a well-designed reimbursement framework (Koster, 2010). In order for the World Bank to have an effective corporation from the affected stakeholders, it was essential that the compensation framework is clearly stipulated. This would have been a key aspect in ensuring the efficacy of the scrutiny and diagnosis mechanisms of the disease (Bell & Maureen, 2014). This factor would have been equally important for controlling the spread of the disease.

The fifth vital factor for the success of this project would have focused on strengthening the technical, scientific and operational capacity of various participating agencies in the control of the disease (Bell & Maureen, 2014). Historical evidence from various affected countries showed that avian influenza crisis had heightened several weaknesses in the department of animal health (Koster, 2010). Different countries had not established specific techniques which would have been used in dealing with the disease. Consequently, the international project would have focused on establishing a strong technical, scientific and operation capacities in order to facilitate research geared at establishing a good remedy for the disease globally (Koster, 2010). The other key factors which would been considered by this organisation for the success of the project would have been organisation of an effective national response unit in various parts of the world, incorporate public and private medical health care in service provision in all affected countries and integration of interdepend support for various countries across the globe to help fight the and control HPAI in human beings (Brahmbhatt et al., 2010).

A Set of Success Criteria for the Project

Based on aforementioned key factors for this international project, the organisation would have used the following success criteria for effective implementation of the program. Firstly, after the delegates meeting in Beijing, the over one hundred countries which were represented would have been send out medical practitioners from their respective countries to help the affected nations (Brahmbhatt et al., 2010). This would have been facilitated by the donated amount of money. Secondly, the World Bank would have established a monitoring and evaluation map to scale-up a national response on the effectiveness of the disease control based on the set strategies from the organisation (Bell & Maureen, 2014).

Thirdly, welcoming various stakeholders in respective affected nations would have served as an effective criterion for the success of the project (Bell & Maureen, 2014). The Non-Governmental Organisations in various countries would have been approached to help in donations for the control of the HPAI. The fifth success criteria would have focused on provision of cost-effective medical care in affected countries (Bell & Maureen, 2014). This would have served as a priority in handling the pandemic. Lastly, addressing the slow start-ups would have been an effective criterion to use in solving the problems of the project (Bell & Maureen, 2014). This step holds that different countries have to carry out a successive implementation yearly in order to solve the challenges and effective its effectiveness.

Case Study 2: The Trans-Saharan Gas Pipeline Project (TSGP)

Introduction

Africa as a continent holds up to 8% of the global natural gas reserves with Algeria and Nigeria being the most producers and exporter. The relative economic growth of these two states in Africa significantly depends on natural gas export. Apparently, this gas is mostly exported to Europe and other parts of the world because the African economy is weak and cannot sufficiently utilize the produced gas. Currently, both Algeria and Nigeria have proposed the construction of the Trans-Saharan Gas Pipeline (TSGP) from Nigeria to Algeria in order to facilitate supply of natural gas to Europe by connecting Trans-Mediterranean, Maghreb-Europe, Medgaz and the Galsi pipelines in the Mediterranean cost (Freedman & Katz, 2013). Essentially, constructing international pipelines is always faced with various challenges. It is always critical for both countries involved to source for effective advice from a competent adviser. As such, this retrospect case study analysis focuses on establishing various challenges faced in managing international projects, how they are solved and the application of the findings on the Trans-Saharan Gas Pipeline.

Challenges Faced in Managing International Projects

Managing international projects is a critical aspect which poses various challenges to many organisations willing to enter into a contract of carrying out a certain project. Some of the challenges faced include but not limited to the following.

Firstly, lack of properly stated and identified goals is a critical challenge in managing international projects (Freedman & Katz, 2013). Undefined goals in a corporate international project pose a risk of establishing the validity of the project. Conan (2012) posits that two or more corporate organisations willing to carry out an international project have to set specific and achievable goals, which have to be achieved with a specific timeframe. This helps the involved organisations to establish the validity of the project. Secondly, existence of rapid scope changes poses a challenge in managing an international project (Freedman & Katz, 2013). Essentially, before the onset of a certain international project, the original terms, agreements, budgets and other fundamental plans which were made have to remain the same. Constantly changing the projects’ scope might alter the original target of the project. However, clients and qualified supervisor might opt to carry out some changes which are always geared at strengthening the effectiveness of the project (Freedman & Katz, 2013).

The third challenge of managing international projects originates from inadequate skills for the project coordinators and leaders (Freedman & Katz, 2013). Hiring incompetent personnel who are not well versed with project coordination eventually leads to the failure of the project. This is because some of the critical aspects involving the projects cannot be adequately solved due to lack of expertise and skills. Fourthly, lack of transparency and accountability in international projects poses a threat to their management (Conan, 2012). In most cases this challenge affects the managers of the project and the organisations involved. Lack of accountability makes some of the plans for the projects to fail due to the misuse of the fund. Subsequently, the whole project fails and the cause of its failure might not be established.

The fifth challenge of managing international projects is lack of a proper risk management department (Conan, 2012). In the aspect of managing an international project, the parties involved have to learn how to manage various risks which might occur in the management of the project. The project manager and the adviser have to develop appropriate mechanisms of solving both expected and unexpected risks in the management of the projects. The sixth challenge facing international projects is existence of unclear contingency plans (Conan, 2012). The other changes according to Augé (2015) include; poor communication between the involved parties, lack of clearly stated contingency plans, setting unrealistic deadlines, lack of enough resources and absence of stakeholder engagement. All these challenges lead to the failure of the international projects.

Dealing with Challenges in International Projects

Literature from empirical international project management studies plays a fundamental role in giving solutions for various challenges facing companies, project managers and advisers in managing international projects. The literature presents three fundamental ways of solving different challenges related to international project management. The first solution is based on the selection of the right and beneficial projects for all parties involved (Conan, 2012). Apparently, in making decisions on which international project to consider the companies has to evaluate the relevant security, economic status, availability of infrastructure, cultural and legal factors of the partners (Conan, 2012). This helps in determining the profitability aspect of the project and helps in solving related challenges.

The second viable solution for various challenges affecting international projects is focused on the selection of the right partners in the projects (Conan, 2012). An organisation which targets carrying out an international project has to consider the right partners for their projects. The credibility of partners determines both short and long terms befits of the projects. The criteria used in selecting right partners should be based on the parameters of a common interest (Conan, 2012). All partners involved in a project have to have a common interest of either technological or economic growth. This will help solve various crises which might arise in the process of implementing the project.

Lastly, providing effective project leadership by hiring competent project managers and advisors helps in solving different challenges which might arise during the project implementation (Freedman & Katz, 2013). An organisation has to hire an effective project manager with the required expertise to manage the project. Additionally, all leaders involved in the project management have to be taken through training to establish the fundamental goals of the project (Freedman & Katz, 2013). This will in solving various challenges which might arise in project implementation. Generally, the aforementioned three aspects act as a viable remedy for solving challenges which affect international projects.

Application of the Findings to the Trans-Saharan Gas Pipeline Project (TSGP)

TSGP is an international project based on an MOU between the Nigerian National Oil Company and Algeria National Oil Company to construct a pipeline which has to connect Nigeria’s Delta region to Algeria’s Beni Saf export terminal and subsequently supply oil in Europe. Just like any other international project this is prone to facing project management challenges. As such, viable solutions to fight these challenges will be required. Some of the challenges expected to face this project include; lack of similar goals between Nigeria and Algeria, lack of competent project managers, lack of transparency between the two companies and the project managers, poor communication and inappropriate risks management techniques (Freedman & Katz, 2013). These challenges might hinder the establishment of the projects for its aim of ensuring economic growth for both countries. Additionally, other problems might include unclear contingency plans and lack of enough resources (Freedman & Katz, 2013). In order to ensure that the project works, both companies have to use the following recommendation.

Firstly, they have to select competent viable project management leaders who are aware of the importance of constructing a common pipeline to co-transfer oil to Europe. This recommendation will help solve challenges of similar goals and proper communication. Secondly, Algeria and Nigeria have to have a common interest before deciding to enter into an agreement with using a common pipeline (Augé, 2015). This helps will help in achieving the expected economic growth targets due to mass supply. Lastly, in order to avoid these challenges, is selecting the appropriate partners to facilitate the construction (Augé, 2015). So far Total and Gazprom have shown interest in facilitating the construction, however; both Algeria and Nigeria have to critically asses the goals of these companies in willing to partner with them. This will help solve partnership conflicts for an effective project.

Case study 4: The Indian Rail Project

Introduction

Since 2014, India has registered a significant growth in almost all sectors of the government. The Prime Minister Mr. Modi has reformed various sectors in amid of modernizing India’s infrastructure to foster economic growth and ensure the quick provision of transport services. Additionally, Mr. Amodi has encouraged foreign direct investment (FDI) in India, and this has equally fostered economic growth. In a period of the past two years, the Prime Minister signed a deal with General Electric and Alstom to supply diesel locomotive to help in the construction. Essentially managing such plans with international establishments poses a challenge to many people. As such, this prospect case study analysis focuses on establishing challenges associated with managing infrastructure projects, identification and provision of solutions to some cultural challenges likely to face project managers and contractors in order to overcome them.

Myriad of Challenges Associated with Managing International Infrastructure Projects

Managing international infrastructure development projects is associated with a myriad of challenges. For instance, the quality of the infrastructure project is always a critical challenge to such projects (Ofori, 2015). Manager of international infrastructural projects geared at ensuring development is normally faced with a challenge of providing quality work irrespective of the location. The second challenge of managing international projects is caused by lack of enough raw materials (Ofori, 2015). Some of the international infrastructure projects are located in developing countries. In effect, some of these countries may lack enough resources for the completion of the project. This poses a challenge to the project managers and the hired international company. Thirdly, the absence of proper communication is another problem which faces international infrastructure projects. For example, a project involving road construction by a foreign company which does not understand the indigenous language spoken in the region becomes a challenge in communication between the contractors and the local unskilled employees (Ivete & Roberto, 2013).

Lack of top management support from the local government is the fourth challenge which affects the international infrastructure projects (Ofori, 2015). A foreign company which lacks local support from the government is always faced with various managerial and decision challenges. Lack of skilled personnel in the host country is the last challenge which affects international infrastructure projects (Ivete & Roberto, 2013). A hired foreign company uses the local experts from the host countries in its service delivery. Consequently, lack of search personnel poses a threat to proper operations of the projects.

Cultural Challenges Faced by General Electric and Alstom Project Managers and Specialist Contractors

Intercultural differences are fundamental aspects which determine the success or failure of the various international projects. Essentially, cultural differences between the host country, managers, and specialist contractors determine the effectiveness of the project. As a result, some of the cultural challenges faced by project managers and specialists in India during the construction process include the following. The first challenge is a loss of identity (Saad, 2014). Managers and specialist contractors are likely to suffer from loss of identity because they will be the only citizens different from the rest in the host country during the construction process. Cultural inferiority is another problem which might be experienced by managers and contraction specialists in the line of duty (Saad, 2014). Their cultural practices and way of life might be viewed as inferior as compared to the cultures of the host countries. This might hinder them from performing their duties appropriately. On the other hand, the foreign managers and construction specialist might view the host country’s cultural practices as inferior and therefore create enmity between them and the host citizens leading to a poor working environment.

Thirdly, the hierarchical difference is another cultural challenge which is likely to affect managers and construction specialists in India (Ivete & Roberto, 2013). The organisation will have to transfer its services to a foreign country, and its hierarchy might be different from the normal hierarchy used in the head offices. This might pose a cultural challenge to the workers on how to seek for various services based on the present hierarchy. Lastly, communication barrier caused by language differences is another cultural culture which might affect these people during service delivery (Saad, 2014). Managers and contractor specialists might be challenged on how to communicate with the host citizens to get various services. This will equally be a threat inappropriate service delivery.

Solutions to some of these Cultural Challenges

In order to solve these cultural challenges, intercultural competence management has to be emphasized by various organisations. To achieve this, the firm has to take its workers in various parts of the world so as to experience various international cultures (Sbragia, 2012). International travels focused on identified cultural differences have to be focused on by the organisation. Additionally, the company has to focus on intercultural skills guided by difference intelligence in assigning various international duties (Sbragia, 2012). Organisations have to send various people in the field who are able to fit in any cultural setting for a favorable working environment. Lastly, international organisations have to focus on a global mentality and cultural flexibility while employing its workers (Ivete & Roberto, 2013). They have to nature a global mindset goal in all managers and contraction specialists to make them be flexible cultural and ready to work in any environment. These will help solve intercultural challenges faced international projects.

Reference List

Augé, B. (2015). The Trans-Saharan Gas Pipeline: An Illusion or a Real Prospect? Journal of Business management vol. 4 pp. 1-127

Bell, C. & Maureen, L. (2014). The Economic Implications of Epidemics Old and New. Working Paper Number 54, Center for Global Development. Washington, DC.

Brahmbhatt,M., Garcia, G., Hanan, B. R et al. (2010). Program Framework Document for Proposed Loans/Credits/Grants In The Amount Of Us$500 Million Equivalent For A Global Program For Avian Influenza Control And Human Pandemic Preparedness And Response. Document of The World Bank, Report No: 34386

Conan, L. (2012). The Trans-Saharan Gas Pipeline: An Overview of the Threats to its Success and the Means to Prevent its Failures. UTAH Environmental Law Review (5) vol. 31 No. 1

Freedman, S. & Katz, L. (2013). Critical Success Factors for International Projects. International Journal for Project Management (3) pp. 1-7

Ivete, R. & Roberto, S. (2013). The Cultural Challenges of Managing Global Project Teams: aStudy of Brazilian Multinationals. Journal of Technological Management and Innovation, Volume 8, Special Issue

Koster, K.M. (2010). The World Bank’s global program for Avian Influenza control and human pandemic preparedness and response: Strategy and structure. International HPAI Journal pp 29-31

Ofori, D. F. (2015). Project Management Practices and Critical Success Factors–A Developing Country Perspective. International Journal of Business and Management; Vol. 8, No. 21

Saad, A. (2014). Factors Impacting the Project’s Life Cycle. Journal of International Project Management vol. 4 pp. 56

Sbragia, R. (2012). Culture and Performance of Global-Project Teams: A Study of Brazilian Multinational Companies. Technology and Innovation Management Journal vol. 1.