Introduction

Reflecting on my participation in the global environment presentation, understanding the intricacies of project management comes to the fore. This helps to enhance proficiency in tackling the most frequent problems associated with global project execution, and part of this learning process is understanding the necessity of soft skills in managing international projects. Dipboye and Halverson (2004) affirmed these skills, such as effective communication, cultural intelligence, teamwork, and problem-solving abilities, are constituents of an effective leader, particularly in a cross-cultural project context.

In my experience partnering with clients to deliver critical projects, such as described in the AI in ACTION whitepaper, I have acknowledged the invaluable nature of these soft skills in setting up projects for success and establishing effective early-warning-sign systems. Moreover, the Development Bureau's Centre of Excellence for Major Project Leaders (CoE), founded in 2019, has been instrumental in equipping leaders with a forward-thinking mentality and first-rate leadership skills to augment project delivery capacities. Reflecting on this, my premise is that facilitating a culture of innovation, professionalism, and project delivery excellence needs an extensive focus on the development and application of these soft skills. 

Relevant Soft Skills for Project Leaders and Team Members 

1. Effective Communication: In pulling together project teams, comprising diverse members from across the globe, effective communication has been crucial to the successful execution of our projects. I've navigated through diverse cultural norms and various communication styles and have noted that this is not merely about transmitting information but rather, about obtaining mutual understanding and clarity of objectives, roles, and expectations (Mikkelson, York, & Arritola 2015). I have also observed that delivering critical feedback constructively and acknowledging achievements is beneficial in building a motivated and engaged team.

2. Cultural Intelligence: The global project environments works necessitate understanding and respect for multicultural nuances (Livermore, 2011). The project leader continuously strove to approach different cultural norms and behaviours from a standpoint of inquiry rather than judgement. It is essential to his role that he appreciate the cultural backgrounds of his team members and approach any differences with open-mindedness and flexibility.

3. Teamwork: My experience in studying how leading international teams are led, has deepened my understanding of the pivotal role teamwork plays in project success. This includes both the ability to foster a collaborative team environment and the ability to work effectively as part of that team (West, 2012). In the rapidly changing project environment, the project manager leaned on successful team collaboration, especially in brainstorming sessions, allowing the surfacing of unique, innovative solutions that could not have been derived by an individual operating alone.

4. Problem-solving Abilities: Studying the course of the projects, especially those that required them to turn projects around, I have seen firsthand how crucial-solving abilities are. Hynes and Bhati (2012) affirm the importance of problem-solving in managing the complex issues that inevitably arise in project execution. The manager’s approach in addressing these issues revolves around establishing a clear understanding of the problem, assembling the right team to address it, generating potential solutions, and then deciding on the best path forward.

Overall, equipping oneself with these soft skills is instrumental in one’s professional development, and will significantly contribute to the successful delivery of projects. In sync with the findings presented in the AI in ACTION whitepaper, and by drawing on the expert knowledge hub provided by the Centre of Excellence for Major Project Leaders (CoE), I do not just aim to perform well; I strive to outperform the years of construction activity and the project spends that have been before. Ultimately, it's about uplifting project performance, fostering a culture of innovation, professionalism, and excellence in project delivery. 




Using only the articles listed below, rewrite the above essay as best as possible, retaining all the details and points
1.Barczak, G., McDonough, E. F., & Athanassiou, N. (2006). So you want to be a global project leader? Research Technology Management, 49(3), 28–35. Scopus. https://doi.org/10.1080/08956308.2006.11657375
2.Brockhoff, K. (2020). Virtual global project management in eighteenth-century astronomy. Journal of Management History, 26(4), 535–555. Scopus. https://doi.org/10.1108/JMH-11-2019-0070
3.Cramton, C. D., Köhler, T., & Levitt, R. E. (2021). Using scripts to address cultural and institutional challenges of global project coordination. Journal of International Business Studies, 52(1), 56–77. Scopus. https://doi.org/10.1057/s41267-020-00337-7
4.Henderson, L. S., Stackman, R. W., & Lindekilde, R. (2016). The centrality of communication norm alignment, role clarity, and trust in global project teams. International Journal of Project Management, 34(8), 1717–1730. Scopus. https://doi.org/10.1016/j.ijproman.2016.09.012
5.Henderson, L. S., Stackman, R. W., & Lindekilde, R. (2018). Why cultural intelligence matters on global project teams. International Journal of Project Management, 36(7), 954–967. Scopus. https://doi.org/10.1016/j.ijproman.2018.06.001
6.Klimkeit, D. (2013). Organizational context and collaboration on international projects: The case of a professional service firm. International Journal of Project Management, 31(3), 366–377. Scopus. https://doi.org/10.1016/j.ijproman.2012.08.001
7.Li, Y., Sun, T., Shou, Y., & Sun, H. (2020). What Makes a Competent International Project Manager in Emerging and Developing Countries? Project Management Journal, 51(2), 181–198. Scopus. https://doi.org/10.1177/8756972820901387
8.Mesly, O. (2015). Exploratory findings on the influence of physical distance on six competencies in an international project. International Journal of Project Management, 33(7), 1425–1437. Scopus. https://doi.org/10.1016/j.ijproman.2015.06.001
9.Mikkelsen, H., & Folmann, E. (1983). Selection of managers for international projects. International Journal of Project Management, 1(4), 209–212. Scopus. https://doi.org/10.1016/0263-7863(83)90050-9
10.Walker, D. H. T. (2009). Global Project Management: Communication, Collaboration and Management Across Borders. International Journal of Managing Projects in Business, 2(1), 160–163. Scopus. https://doi.org/10.1108/17538370910930590
Youker, R. (1992). Managing the international project environment. International Journal of Project Management, 10(4), 219–226. Scopus. https://doi.org/10.1016/0263-7863(92)90081-J