Do a PESTEL analysis of the below attached case study

CHAPTER END CASE: TOWARDS MANAGEMENT MATURITY PROJECT Organizations which are heavily dependent on projects, mainly international projects, need to build up competences by fostering the successful management of international projects in developing unique resources and strategic capabilities in international project management. A large multinational corporation with numerous international projects in new product development has introduced a process underpinning the successful delivery of international projects called PACT. PACT stands for Project Acceleration by Coaching and Teamwork. It is a hands-on workshop methodology aimed at increasing the efcient delivery of projects, mainly large-scale projects with 200300 core members distributed across ten or more locations. WHY DID THE GLOBAL ORGANIZATION INTRODUCE THIS APPROACH? Although the organization possessed a full array of project management processes for product development, risk assessment, project completion and other areas, senior management were aware of the fact that the processes were not fully implemented and 262 followed. The evaluation of completed projects also showed that project teams were staffed incompletely and sometimes at a late stage. Bearing in mind that international projects require additional time for preparation in the planning phase and for team building, the staff shortage at the beginning of the project resulted in issues in the implementation phase. Another nding from the analysis of past projects was the fact that project managers typically had an engineering background. They were specialists in writing software codes or designing mechanical components. However, they did not know how to lead people, or how to cope with conicts. This caused problems or even project failures. Project managers were not able to keep inter-functional conicts at bay. Milestone meetings with different lnctional representatives accusing each other of causing project delay or cost overruns were not the exception. Hence, there was clearly a need to train experienced engineers for project management roles combining technical expertise with interpersonal and intercultural competences. Such a new role should improve the management of international projects, and simultaneously offer a career track to engineers with leadership ambitions within project management. WHAT DOES PACT CONSIST OF? The approach can be divided into two: rst, the methodology, and second, the facilitators or coaches applying that methodology. These facilitators are experienced project managers, typically with an engineering background, who have obtained special training in the following areas: basic training for facilitation skills communication and presentation techniques team development tools and techniques conict moderation tools and techniques basic training for facilitation skills communication and presentation techniques team development tools and techniques conict moderation tools and techniques approaches for efficient intercultural and virtual teamwork. The organization recruited its PACT facilitators from all over the world. The majority of these came 'om locations where the organization had long experience of product development, such as the USA, Mexico, Brazil, France, Spain, Germany, and Australia. An increasing number of coaches originated from Singapore, Japan, or South Korea. The organization aims at using facilitators within their regions to minimize cost and to benet from local market knowledge and cultural proximity. Over time, roughly 130 facilitators were trained who support the most important projects. The method is rather simple and handson. The new product development project usually starts aer Sales has done an opportunity evaluation, selected an opportunity and acquired a customer. It begins with Conception Creation, followed by Development/Integration, Prototype Verication, and Design Verication, and ends with Production Rampup. At this stage, the new product development project is handed over to the line organization again, namely to Manufacturing. The PACT facilitators accompany the new product development project from cradle to grave over the entire project management life cycle. They mainly support the project manager with his or her main tasks as outlined in Chapter 8 . This support is usually well accepted due to the long professional experience of the facilitators. Typically, the facilitators will attend project milestone meetings, which are also called intervention points. The facilitator or coach joins the project team at strategically important points in the life cycle of the project, focusing on the early phase of the international project which bears particular significance as explained in section 8.6 . As a side effect, the facilitators then disseminate intangible knowledge on international project management within the organization (see Chapter 11 ). WHAT ARE THE PACT WORKSHOPS? At the PACT workshops, all core team members of the project come together. In these, quick knowledge transfers are carried out by learning by doing. The facilitator enhances the qualications of project managers and their teams, for instance regarding project management methodology and project procedures. In other words, the facilitators aim at fostering corporate project management standards within the respective project teams. Showing how the standards help to manage the project better on the job is much more convincing than sending around project management manuals. A systematic project management approach in a global organization not only increases project management efficiency but also mctions as a common reference frame for all project managers and team members of the organization across the globe, providing them with a common language and methodology. This helps to bridge differences and ensures sustainable success in managing international projects. Of course, there needs to be sufcient room for adaptations to local requirements. Another purpose of the PACT workshop is more related to the interpersonal side. The facilitators support the project manager in dealing with criticism and tensions within the team, and overcoming big divides between functions and local cultures. To give an example: in new product development, the risk is high that materials to be used for a certain component are not suitable. These technical issues can result in delays and cost increases. The project manager gets put under pressure from senior management, and the functions involved in the project will appear at milestone meetings with mutual accusations like: 'If procurement is running the show here, we will never be able to attain our quality goals.' Procurement accuses engineering of always thinking about what is possible, but never what is really needed. The German engineers accuse the French of spending all their time on extended lunch breaks, and the Brazilians reproach their German colleagues for wasting time with overspecications. In such a tense atmosphere, a PACT facilitator will try to turn the discussions away from ngerpointing and towards a constructive search for solutions. Depending on the severity of the situation, the facilitators may spend up to two days on conict resolution, or only a couple of hours on a team building exercise. The methods applied by the facilitator will vary between national cultures and will depend on the degree of maturity within the industry the customer comes from. If the majority of workshop participants are USArnericans or Germans, brainstorming techniques will prevail. In a Chinese context where industry experience is still developed, the facilitator tends to assume a role of a trainer to provide all workshop participants with the required background knowledge and context. For instance, the facilitator explains what exactly a milestone is. WORKSHOP METHOD 'METAPLAN' Typically, the facilitators work with the so-called 'Metaplan'-technique which is especially helpful in facilitating international project management teams. 'Metaplan' is a brand name for a low technology group brainstorming technique. It uses pin-boards, 264 large sheets of paper and differently shaped and coloured cards and templates. According to Davison and Ward (1999), 'Metaplan' has the following advantages: 1 People need to write before they talk which is conducive to people who are more introverted, reective, or have language difculties. 2 At the same time, it prevents more dominant team members or native speakers from running the show. A lot of ideas can be gathered in a short timeframe. The technology is simple and can be used at all kinds of venues. Participants at the workshop have to walk around to pin their contributions to the 'Metaplan' boards and thus look at what others have put there, which keeps people involved. The group gets together physically around the 'Metaplan'. This overcomes the near automatic creation of subgroups who share the same language and cultural background and who tend to cling together. Overall, PACT has improved the efciency of new product development projects over the years. An increasing number of facilitators now support more and more projects with the PACT method