Project Management Performance - organisational support in joint venture projects

Why do a company continuously experience problems in a joint venture project? Information concerning a problematic project in Greenland was obtained, in order to clarify the root of problems occurring in the project. Different issues as logistics, culture, geographical aspects and management were investigated to establish if they had any affect on the problem. The problem was, by many, thought to be resting with the project manager/management, and initial interviews were based on this angle of approach. During the interviews an interesting finding however became clear. It showed that, even though all aspects of the project need adequate attention, it was at the parent organisation, the origin of the problem lied. The organisation has over the last 10-15 years expanded a lot. The company has tried to maintain their organisational structure thus preventing themselves from maturing the organisation accordingly to their growth in size. This has led to insufficient support towards their employees thus also creating unnecessary problems for the project manager. Interviews shows that employees are taking care of their projects, but however do not feel a sufficient connection towards the home office. Furthermore the knowledge and competence at the company is based on the human capital whereas the structural capital is non existent. The recommendation to the Company is that they develop a support system which could function as a tool in the organisation but also as a support in their projects. This report gives a specific suggestion to how this organisational issue could be solved. Our suggestion is a specific support tool which enhances the mutual understanding for project success.