Capability Development is a critical theme that comes into play in large initiatives involving multinational collaboration. An incentive has always been to engage and satisfy stakeholders by implementing policy that encourages collaboration while at the same time effectively delivering benefits aligned with national security. Many initiatives relating to multinational collaboration are generated in the form of projects and programs encouraging a variety of project management implementations in the public sector. A critical function for the public sector, basically deals with all aspects of resource mobilization and expenditure management in the government aiming to turn organizational plans and strategic objectives into reality.
This presentation summarizes a study on the examination of the multinational project formulation in Thailand with particular reference to The fiscal policy budgeting influences. It also summarizes how these influences affect multinational collaboration during the initiating and planning processes and how to deliver projects within the schedule, quality and cost constraints while ultimately realizing expected benefits.
Col. Jirasak Jewmaidang has worked as: a professional military officer; a practical engineer; a hands-on functional, cross-functional, cross organizational and multinational project manager in military technology and corporate strategic development team in the Thai Ministry of Defence.
During his work for more than 18 years as an officer, he is a team leader of artillery battery.
As an engineer, he worked as a development team leader to design and develop weapon systems and won a researcher awards from the Royal Thai
Army and the Ministry of Defence.
As a production manager, he helped a technology provider to establish a new production line of artillery systems under ISO9001.
As a project manager, he has managed series of defence projects and worked with a co-project manager and teams from the UK, China and Sweden to deliver high-value complex systems to the users which is worth up to USD 100 million.
To promote a project management standard, he helps DTI’s executives to establish a practical project management office (PMO) and a project management information system (PMIS) aligned with core technologies and corporate strategies. He also establishes a strong relationship with R&D departments in Defence domain to initiate a concrete action for PM standard promotion.
He holds an BS.ME and MS.ME from Chulachomklao Royal Military Academy, and Ohio University respectively. He, moreover, received a Leadership Training and Strategic Planning from Royal Thai Army Staff College.
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