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Scoping China
Venessa Wong (March 13, 2008)

China’s physical and technological infrastructure is transforming at lightning speed, but institutional and cultural realities are much slower to change, which presents huge challenges for project consultants, managers and teams. Here’s an overview of the project management landscape in China, and the prevailing prerequisites for getting things done.

China is pulling out all the stops when it comes to delivering world-class projects. Completed in only four years, the world’s largest airport terminal, measuring 10.6 million square feet, opened in Beijing in February. According to Project Management Institute (PMI) CEO Greg Balestrero, this is just one example of great project management in China today. Among other achievements: by mid 2007 China’s internet bandwidth grew to over 312Gbps, the number of foreign invested R&D centers rose to more than 800, and this spring the world’s second tallest building, the 492-meter tall Shanghai World Financial Center, will open.

The changes in China are remarkable, but global project teams continue to struggle with old problems: balancing Western practice with local business custom to deliver high-quality results. While opportunities are abundant, risk runs high. In Shanghai alone, there were 624 failed property projects as of 2002.

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