Start with Small Projects On a local project, each team member benefits from a shared framework(location, resources, procedures) which helps communication and trust. On theother hand, as discussed earlier, a project that spans globally is affected bydifferences in practices, communication methods, and cultural standards.

Forinstance, a team that is dispersed may compete with other teams for availableresources which may result in trust issues. To build trust between projectsites, organizations should start with small projects. Additionally, theproject manager should form a small team.

This way, teams can quickly establisha good foundation and build trust for bigger projects in the future (Wilson andDoz, 2012).Furthermore, limiting the number of subcontractors or other agents into aproject is a logical approach. A good example is Boeing’s 787 Dreamliner project. Boeing triedto build a new plane with more than 50 major partners in the U.S., Europe, andEast Asia.

As a result, coordination of the project became very difficult forBoeing. Constantmodifications were necessary. To get the project back on track, Boeing resortedto collocating its partners for six months.

Eventually, the new plane wasdelivered, three years late, and Boeing lost many orders to the Airbus A350.(Wilson and Doz, 2012).  By having a small team, the project team structure will becost-effective, a must in the global environment (Anantatmula, V. S. , M., 2008).

Create aStable StructureIn an atmosphere ofuncertainty, project team members may become worried about job security.This may result in talent leaving the organization for other prospects.Managers should focus on creating an atmosphere of honesty and faithfulness(Wilson and Doz, 2012).

This is very important for job sites in locations wherecompetition for talent acquisition is intense (Wilson and Doz, 2012). Have a senior experienced Project ManagerSenior Project Managers see the problems immediately due to theexperience they have (Keely Wilson and Yves Doz, 2012).Use a strong Project Management Team and ToolsA global project requires a strong project management team who thinksglobally supported by strong tools and procedures.

Companies can attain astrong system by: Strong quality system across all the sites Build a specialized unit in the organization for global projects. Working in these units needs extensive travel and exposure to different parts of world and sites, (Wilson and Doz, 2012).Use one site as the focal point of the projectIf each site has an equal weight in managing the project, every decisionwould have to be negotiated amongst all work sites. This would impede theproject, as each site starts to defend its own interests (Wilson and Doz, 2012).Assign the resources based their capacity not their availabilityEach site should be chosen based on its team skills and experience. For aglobal project, this requires special care in order to use and incorporate thebest possible knowledge in the global team.

The availability approach weakensthe foundation for successful formation of a global team (Wilson and Doz,2012).Communication is not only by technologyInformation and Communication Technology (ICT) such as email, webmeetings, social media, and video conferencing are very important to a globalproject (Anantatmula, V. S. & Thomas, M., 2008).

However, those tools maskthe differences between job sites, which can lead to misinterpretations, andconflict. Therefore, in addition to a strong ICT, a global project should havetravel plan for face-to-face meetings (Wilson and Doz, 2012). While developing an ICT tool for the organization, the management shouldconsider (Stolovitsky, 2012) Distance, Language, Culture, Time Zones and Accessto Information in different sites.