International Project Management - Revision history

Tkokotas at 12:42, 18 December 2018

2018-12-18T12:42:59Z

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			''Developed by Camille Bortot''


	'''Globalization''' has brought us a more integrated and interdependent world economy and therefore is creating an increasing number of '''international project''', i.e. a project that reach beyond national boundaries regarding either the project purpose or the nationality of the stakeholders. However, surveys show only a '''40% success rate of international effort'''. One would think that '''standard project management methods''' can be applied within those projects as it is quite successful on a national scale. But international projects bring many different issues that are not covered by standard methods. One of the most difficult challenge, companies have to undergo is '''cultural differences'''. People do not have the same perception of power, happiness, time line or team works and it can have a huge impact on the success of a project. To help the manager identifying those differences, a list of questions have been develop within the '''Hofstede 6-D method''' which manages to give a broad idea of the challenges cultural differences could bring. Furthermost, to identify and mitigate all the new issues created by international projects, international project management requires unique methods, tools and techniques. <br />		'''Globalization''' has brought us a more integrated and interdependent world economy and therefore is creating an increasing number of '''international project''', i.e. a project that reach beyond national boundaries regarding either the project purpose or the nationality of the stakeholders. However, surveys show only a '''40% success rate of international effort'''. One would think that '''standard project management methods''' can be applied within those projects as it is quite successful on a national scale. But international projects bring many different issues that are not covered by standard methods. One of the most difficult challenge, companies have to undergo is '''cultural differences'''. People do not have the same perception of power, happiness, time line or team works and it can have a huge impact on the success of a project. To help the manager identifying those differences, a list of questions have been develop within the '''Hofstede 6-D method''' which manages to give a broad idea of the challenges cultural differences could bring. Furthermost, to identify and mitigate all the new issues created by international projects, international project management requires unique methods, tools and techniques. <br />
	This article will first deal with the '''definition''' of international project management and emphasizes the main differences between international projects and standard projects. A method to '''identify all the challenges''' that ensues from international projects will be developed as, depending of the project, you can have quite different issues. Finally, the '''key success factors''' in international project management will be exposed.		This article will first deal with the '''definition''' of international project management and emphasizes the main differences between international projects and standard projects. A method to '''identify all the challenges''' that ensues from international projects will be developed as, depending of the project, you can have quite different issues. Finally, the '''key success factors''' in international project management will be exposed.

Camille.Bortot: /* Annoted Bibliography */

2016-09-26T19:56:50Z

Annoted Bibliography

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	This website gives the whole pannel of the different tools and studies achieved by Geert Hofstede. You can find all the studies realized on Cultural Differences and the improvement made on the first 4-D Model thought by Hofstede. Moreover, you can also have access to tools that allows you to compare two different countries based on the 6-D Model and information collected through the whole world by Geert Hofstede research team. More developed tools for professional and companies are also available and with them you can have a more complete analyse of cultural differences.		This website gives the whole pannel of the different tools and studies achieved by Geert Hofstede. You can find all the studies realized on Cultural Differences and the improvement made on the first 4-D Model thought by Hofstede. Moreover, you can also have access to tools that allows you to compare two different countries based on the 6-D Model and information collected through the whole world by Geert Hofstede research team. More developed tools for professional and companies are also available and with them you can have a more complete analyse of cultural differences.
	*Geert Hofstede, ''Cultural dimensions in management and planning'', Asia Pacific journal of management, 1984 - Springer <br\>		*Geert Hofstede, ''Cultural dimensions in management and planning'', Asia Pacific journal of management, 1984 - Springer <br\>
	It gives a good definition and explanation of Hofstede 6-D model and how to apply it. This is a review of the first 4-D Model thought by Hofstede. It is based on his previous research but with a deeper approach. This is the basic book, if you want to learn more about Cultural Differences and how to identify them. It also show the process Hofstede followed to separate the cultural challenges into 4 ~~then5~~ and finally 6 categories.		It gives a good definition and explanation of Hofstede 6-D model and how to apply it. This is a review of the first 4-D Model thought by Hofstede. It is based on his previous research but with a deeper approach. This is the basic book, if you want to learn more about Cultural Differences and how to identify them. It also show the process Hofstede followed to separate the cultural challenges into 4 then 5 and finally 6 categories.
	*Kathrin Köster,'' International Project Management'', SAGE Publications, 2009 <br\>		*Kathrin Köster,'' International Project Management'', SAGE Publications, 2009 <br\>
	An excellent base to learn more about international project as it give a complete definition of this type of project and several templates to help the planning and preparation phases. Thanks to the different ~~template~~, this book could be really useful for practitioners who want to implement an international project.		An excellent base to learn more about international project as it give a complete definition of this type of project and several templates to help the planning and preparation phases. Thanks to the different templates, this book could be really useful for practitioners who want to implement an international project.
	*Rea, Kathryn; Lientz, Bennet, ''International Project Management'', Taylor and Francis, 2012 <br\>		*Rea, Kathryn; Lientz, Bennet, ''International Project Management'', Taylor and Francis, 2012 <br\>
	It gives also a good definition of an international project management but also the characteristics of its implementation. This books is ~~also~~ based on Kathrin Köster's work and give a further approach on the implementation aspect with several ~~example~~ and case studies to show how you can make it works.		It gives also a good definition of an international project management but also the characteristics of its implementation. This books is based on Kathrin Köster's work and give a further approach on the implementation aspect with several examples and case studies to show how you can make it works.
	*Pool2Business, ''International Project Management,Virtual Collaboration Beyond National Boundaries'' <br\>		*Pool2Business, ''International Project Management,Virtual Collaboration Beyond National Boundaries'' <br\>
	A good survey about the key success factors of international project. It is really well-documented and based on the answer of several stakeholders who have been part on an international project. It is a good feedback on the different issues regarding main important field in project management such as Communication, IT-skills and uses, Global team management... You can also find many diagrams to sum up the answers of the survey which could be used by practitioners afterwards.		A good survey about the key success factors of international project. It is really well-documented and based on the answer of several stakeholders who have been part on an international project. It is a good feedback on the different issues regarding main important field in project management such as Communication, IT-skills and uses, Global team management... You can also find many diagrams to sum up the answers of the survey which could be used by practitioners afterwards.
	* Morris, P.W.G.; Hough, G.H., ''The anatomy of major projects: a study of the reality of project management'', 1987 <br\>		* Morris, P.W.G.; Hough, G.H., ''The anatomy of major projects: a study of the reality of project management'', 1987 <br\>
	An interesting book in which you can find several case studies of international project such as the Channel Tunnel Project and the Concorde. A complete analyse for those major projects, their success and ~~failure~~ is given. This is a good way to know which are the main ~~issue~~ in international project and what has been tried to make them succeed.		An interesting book in which you can find several case studies of international project such as the Channel Tunnel Project and the Concorde. A complete analyse for those major projects, their success and failures, is given. This is a good way to know which are the main issues in international project and what has been tried to make them succeed.

Camille.Bortot: /* Limitations */

2016-09-26T19:53:20Z

Limitations

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	== Limitations==		== Limitations==

	'''Hofstede’s model''' is a solid framework to identify the different cultural issues that we can encounter in an international project ~~and it~~ has been widely used in area such as international marketing or finance. However, there are some '''inconsistencies '''with this model. This study concentrated one issue at a '''national scale''' when there can be huge cultural differences within the same country. This tool has to be carefully used if you want to get result regarding a whole country and not just a few representatives.<br\>		'''Hofstede’s model''' is a solid framework to identify the different cultural issues that we can encounter in an international project. It has been widely used in area such as international marketing or finance. However, there are some '''inconsistencies '''with this model. This study concentrated one issue at a '''national scale''' when there can be huge cultural differences within the same country. This tool has to be carefully used if you want to get result regarding a whole country and not just a few representatives.<br\>

	Regarding the implementation of an international project, it is good to focus on the '''cultural differences''' which is a huge issue but you must not forget '''the classical management issues''' which could be quite tricky to solve regarding of the large scope and the worldwide repartition of the project. Sometimes, the simple classic management issue could become a huge problem in an international project such as '''resource planning''' or''' staff allocation'''. When you want to implement your program it is nice to focus on the specificities of international project but you also have to solve the classical issues.<br\>		Regarding the implementation of an international project, it is good to focus on the '''cultural differences''' which is a huge issue but you must not forget '''the classical management issues''' which could be quite tricky to solve regarding of the large scope and the worldwide repartition of the project. Sometimes, the simple classic management issue could become a huge problem in an international project such as '''resource planning''' or''' staff allocation'''. When you want to implement your program it is nice to focus on the specificities of international project but you also have to solve the classical issues.<br\>

	Furthermore, '''communication''' could be a huge issue in International Project, one of the best example for this is the lack of communication between the English and the French teams during the construction of the Channel Tunnel. Even if nowadays, many IT tools exist to help address the geographical gap, different time zones can also be a difficulty. Moreover, those tools such as Skype, common server or cloud, could help to work all together, but according to several studies, nothing is better than '''a face to face meeting''' and all the partners of the project have to ~~know~~ that.		Furthermore, '''communication''' could be a huge issue in International Project, one of the best example for this is the lack of communication between the English and the French teams during the construction of the Channel Tunnel. Even if nowadays, many IT tools exist to help address the geographical gap, different time zones can also be a difficulty. Moreover, those tools such as Skype, common server or cloud, could help to work all together, but according to several studies, nothing is better than '''a face to face meeting''' and all the partners of the project have to be aware of that.

	== References==		== References==

Camille.Bortot: /* Key success factors */

2016-09-26T19:51:20Z

Key success factors

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	===Key success factors===		===Key success factors===
	Even if the project is well-planned and ready to be executed, there is still some crucial factors to look after. Those factors are usually the ~~reason~~ why an international project fails. <ref>Pool2Business, ''International Project Management,Virtual Collaboration Beyond National Boundaries'' </ref>		Even if the project is well-planned and ready to be executed, there is still some crucial factors to look after. Those factors are usually the reasons why an international project fails. <ref>Pool2Business, ''International Project Management,Virtual Collaboration Beyond National Boundaries'' </ref>
	*'''''Communication''''' : even if English is recognized at the project language, there is still misunderstanding especially regarding technical terms.		*'''''Communication''''' : even if English is recognized as the project language, there is still misunderstanding especially regarding technical terms.
	*'''''IT-Communication and collaboration software ''''': the issue comes not from the availability of the software but from the implementation, active and regular use by the different stakeholders.		*'''''IT-Communication and collaboration software ''''': the issue comes not from the availability of the software but from the implementation, active and regular use of it by the different stakeholders.
	*'''''General Project management''''' : due to is complexity, international project causes basic project management issues such as staffing availability or resources planning.		*'''''General Project management''''' : due to is complexity, international project causes basic project management issues such as staffing availability or resources planning.
	*'''''Soft Skills ''''': because of a worldwide distribution, employees are under time and resources pressure but also have to manage the cultural differences, that’s why a team with soft skills is recommended to handle such project.		*'''''Soft Skills ''''': because of a worldwide distribution, employees are under time and resources pressure but also have to manage the cultural differences, that’s why a team with soft skills is recommended to handle such project.

Camille.Bortot: /* Develop the Project Plan */

2016-09-26T19:50:04Z

Develop the Project Plan

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	==== Develop the Project Plan====		==== Develop the Project Plan====
	To set up your plan, you will have to divide your project file into '''management and technical'''. Management file will contain all your cost estimations, budget, actual data, schedules and issues whereas the technical part will regroup the milestone review, the technical end product and a feedback about the lessons learned from the project. This file will serve as a guideline for your project plan. <br\>		To set up your plan, you will have to divide your project file into '''management and technical''' parts. Management file will contain all your cost estimations, budget, actual data, schedules and issues whereas the technical part will regroup the milestone review, the technical end product and a feedback about the lessons learned from the project. This file will serve as a guideline for your project plan. <br\>
	Then, you will have to use '''project templates''' to structure your planning. In this template you will develop the high-level tasks, the general resources assigned to the tasks and the dependencies among tasks as well as all the ~~duration~~. However, because of its huge size, it is better to split up the overall international project management and create smaller templates for specific activities. Last but not least, the best way to make an international project succeed is to establish the role of '''''a central project coordinator'''''. He is picked up within the project leader and his position switch every six months to create more dynamism. <ref name = Rea> </ref>		Then, you will have to use '''project templates''' to structure your planning. In this template you will develop the high-level tasks, the general resources assigned to the tasks and the dependencies among tasks as well as all the durations. However, because of its huge size, it is better to split up the overall international project management and create smaller templates for specific activities. Last but not least, the best way to make an international project succeed is to establish the role of '''''a central project coordinator'''''. He is picked up within the project leader and his position switch every six months to create more dynamism. <ref name = Rea> </ref>

	===Key success factors===		===Key success factors===

Camille.Bortot: /* Nail Down the Project Organization and Team */

2016-09-26T19:47:24Z

Nail Down the Project Organization and Team

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	====Nail Down the Project Organization and Team====		====Nail Down the Project Organization and Team====
	[[File:maslows-hierarchy-of-needs-business.png\|right\|thumb\|350px\|Maslows Hierarchy of Needs <ref> Virginia Ginsburg, ''Unstable Organizations Can’t Grow'', http://www.womenonbusiness.com/unstable-organizations-cant-grow/ </ref>]]		[[File:maslows-hierarchy-of-needs-business.png\|right\|thumb\|350px\|Maslows Hierarchy of Needs <ref> Virginia Ginsburg, ''Unstable Organizations Can’t Grow'', http://www.womenonbusiness.com/unstable-organizations-cant-grow/ </ref>]]
	The first thing you have to take care when organizing your project is to identify all the '''areas of risk''' and to make sure that a '''specific member''' of your team is able to solve it. To do so, you will have to define the '''team member requirements for success'''. In an international project there are different kind of team members : '''''critical team members''''' who are essential to the project and are responsible of the interaction between ~~his~~ team and the other one, '''''locally focused team members''''' who only affect part of the project by their work and do not interact quite often with the other team and finally, the '''''cameo members''''' who are in charge of specific and significant tasks within the project but walk out as soon as their role is finished. Of course, most of the abilities required for the project leader is also worthy for his team members but some of the '''specific skills''' toward international project management are ability to cope with different cultures, multilingual capacity and willingness to travel for an extended period of time. Finally, a real '''team mentality '''have to be built up within the project to guaranty well done job and good relationship among the whole project. <ref name = Rea> </ref> <br\>		The first thing you have to take care when organizing your project is to identify all the '''areas of risk''' and to make sure that a '''specific member''' of your team is able to solve it. To do so, you will have to define the '''team member requirements for success'''. In an international project there are different kind of team members : '''''critical team members''''' who are essential to the project and are responsible of the interaction between their team and the other one, '''''locally focused team members''''' who only affect part of the project by their work and do not interact quite often with the other team and finally, the '''''cameo members''''' who are in charge of specific and significant tasks within the project but walk out as soon as their role is finished. Of course, most of the abilities required for the project leader is also worthy for his team members but some of the '''specific skills''' toward international project management are ability to cope with different cultures, multilingual capacity and willingness to travel for an extended period of time. Finally, a real '''team mentality '''have to be built up within the project to guaranty well done job and good relationship among the whole project. <ref name = Rea> </ref> <br\>
	To build this team mentality, another psychological tool can be used : the '''Maslows Hierarchy of needs'''. In fact, it could be really difficult to fulfil all the needs of a team especially when all the partners ~~come~~ from different cultural ~~background~~. To help fulfil those needs, Maslows hierarchy ~~of needs~~ can be applied to team level rather than individual level. The basic needs to fulfil will be some '''Basic ~~Operation~~''' as to be sure that the team have the basic ~~knowledge~~ to achieve the work e.g in a international construction project, everybody must know the regulation and structural basic rules. Then comes '''Safety Needs''' : the team must be free from any mistakes and have to be able to solve any failure that could happen. After this, you also have to take care of the '''Belonging Needs''' or Culture Needs which can be the most difficult to fulfil in international project as everyone is also a part of a different company, e.g in a construction project, use meeting to keep all the partners informed of the advancement. The last needs to ~~manage~~ before addressing growth needs and reaching '''''self-actualization''''' is the '''Esteem Needs'''. It can also be tricky to ~~achieve~~ this one in an international team as all the stakeholders may have a different perception of individualism ~~but~~ also due to the complexity of the project, it can ~~help everyone to~~ be proud of its achievement and therefore have a greater esteem thanks to it, e.g after the Channel Tunnel, both French and English partners felt that they have success in one of the most challenging project of their time. <ref> Anita Sarma and André van der Hoek, ''A Need Hierarchy for Teams'', 2004 </ref>		To build this team mentality, another psychological tool can be used : the '''Maslows Hierarchy of needs'''. In fact, it could be really difficult to fulfil all the needs of a team especially when all the partners came from different cultural backgrounds. To help fulfil those needs, Maslows hierarchy can be applied to team level rather than individual level. The basic needs to fulfil will be some '''Basic Operations''' as to be sure that the team have the basic knowledges to achieve the work e.g in a international construction project, everybody must know the regulation and structural basic rules. Then comes '''Safety Needs''' : the team must be free from any mistakes and have to be able to solve any failure that could happen. After this, you also have to take care of the '''Belonging Needs''' or Culture Needs which can be the most difficult to fulfil in international project as everyone is also a part of a different company, e.g in a construction project, use meeting to keep all the partners informed of the advancement. The last needs to achieve before addressing growth needs and reaching '''''self-actualization''''' is the '''Esteem Needs'''. It can also be tricky to solve this one in an international team as all the stakeholders may have a different perception of individualism and also due to the complexity of the project, everyone can be proud of its achievement and therefore have a greater esteem thanks to it, e.g after the Channel Tunnel, both French and English partners felt that they have success in one of the most challenging project of their time. <ref> Anita Sarma and André van der Hoek, ''A Need Hierarchy for Teams'', 2004 </ref>

	==== Develop the Project Plan====		==== Develop the Project Plan====

Camille.Bortot: /* Implementation of international project management */

2016-09-26T19:30:46Z

Implementation of international project management

Camille.Bortot: /* Identify the challenges */

2016-09-26T19:06:01Z

Identify the challenges

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	*'''''Large vs Small Power Distance'''''		*'''''Large vs Small Power Distance'''''
	Regarding of their cultural ~~background~~, people have a different acceptance of unequal distribution of power. This difference could have a huge impact on the relationship between two companies and the way meeting are conducted. People in '''Large Power Distance societies''' respect a strong hierarchical order often linked to seniority. In the contrary, '''People in Small Power Distance society''' will ask for justification of power inequalities and preferred power equal organization.		Regarding of their cultural backgrounds, people have a different acceptance of unequal distribution of power. This difference could have a huge impact on the relationship between two companies and the way meeting are conducted. People in '''Large Power Distance societies''' respect a strong hierarchical order often linked to seniority. In the contrary, '''People in Small Power Distance society''' will ask for justification of power inequalities and preferred power equal organization.
	*'''''Strong vs Weak Uncertainty Avoidance'''''		*'''''Strong vs Weak Uncertainty Avoidance'''''
	This is the degree to which members of a society feel uncomfortable about flexibility and sudden changes. It is linked to the acceptance of uncertainty, the way people of a different social background react to ambiguity and the time it takes to them to react on it.Uncertainty avoidance is, in fact why people tend to believe in institutions which aim to create rules and protect conformity. '''Strong Uncertainty Avoidance Society''' does not tolerate deviant or too unconventional attitudes and will not reward innovative people, whereas '''Weak Uncertainty Avoidance society''' will just let the future ~~happens~~ and work in a more relaxed atmosphere. In this kind of society practice is more important than rules or theory, it is what make people act well and fast when a sudden change appears. Time, by definition bring uncertainty and this criterion help to understand the reaction of society regarding that fact. Will they try to control it and let small room for risk or will they just let it run its way without any barriers ? Of course, it has a huge impact on the way people build their organizations and instances like '''Power Distance'''.		This is the degree to which members of a society feel uncomfortable about flexibility and sudden changes. It is linked to the acceptance of uncertainty, the way people of a different social background react to ambiguity and the time it takes to them to react on it.Uncertainty avoidance is, in fact, why people tend to believe in institutions which aim to create rules and protect conformity. '''Strong Uncertainty Avoidance Society''' does not tolerate deviant or too unconventional attitudes and will not reward innovative people, whereas '''Weak Uncertainty Avoidance society''' will just let the future happen and work in a more relaxed atmosphere. In this kind of society practice is more important than rules or theory, it is what make people act well and fast when a sudden change appears. Time, by definition bring uncertainty and this criterion help to understand the reaction of society regarding that fact. Will they try to control it and let small room for risk or will they just let it run its way without any barriers ? Of course, it has a huge impact on the way people build their organizations and instances like '''Power Distance'''.
	*'''''Individualism vs Collectivism'''''		*'''''Individualism vs Collectivism'''''
	This mostly concerns the way people think about themselves : is it as a “I” or a “we” ? '''Individualists''' think first about themselves and their immediate family. Their own achievement in the company is one of the most important things during their carriers. They are inclined to work against the needs of the group if it means a bigger reward. '''Collectivism''', its opposite, prefers a very tight social network, people will do anything for the team without looking after their personal involvement, but asks in exchange, for unquestioning loyalty. In a society with a high individualism culture, it might be the best solution to engage directly with the key person and allows him to recognize some part of the work as his own success.		This mostly concerns the way people think about themselves : is it as a “I” or a “we” ? '''Individualists''' think first about themselves and their immediate family. Their own achievement in the company is one of the most important things during their carriers. They are inclined to work against the needs of the group if it means a bigger reward. '''Collectivism''', its opposite, prefers a very tight social network, people will do anything for the team without looking after their personal involvement, but asks in exchange, for unquestioning loyalty. In a society with a high individualism culture, it might be the best solution to engage directly with the key person and allows him to recognize some part of the work as his own success.
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	</ul></div>		</ul></div>
	<br/>		<br/>
	Thanks to this two diagrams, we can make some useful remarks. For example, both '''China and France''' have a '''high power Distance''' whereas '''Denmark''' has one of the lowest. This means than in '''France and China''' there is a strong sense of leadership and respect toward the powerful people but in '''Denmark''', equality is prevalent. But it is the strong individualism of the French that is strange because it does not get along with strong Power Distance. This means that even if the French seems to respect hierarchical order and leadership, they think first about their own life and commitment. This can explain why there is so many strikes. In the contrary, '''American''' low power distance combine with a high individualism is quite characteristic of their country as they worship liberty. Moreover, regarding masculinity, both '''Denmark and France''' have a low score which can be explain by french '''“welfare state”''' and Danish culture where men have more responsibilities at home and where quality of live takes a huge place. Regarding Uncertainty Avoidance, both '''Chinese and Danish''' have a low rate, so they are comfortable with ambiguity and sudden changes, whereas French needs norm and rule as well as a well-planned structure and activity. Finally, we can say that both American and Danish try to enjoy their life as much as they can and have their own life under control. This is not surprising when we know that '''''Denmark is the happiest''' country in the world.		Thanks to this two diagrams, we can make some useful remarks. For example, both '''China and France''' have a '''high power Distance''' whereas '''Denmark''' has one of the lowest. This means than in '''France and China''' there is a strong sense of leadership and respect toward the powerful people, but in '''Denmark''', equality is prevalent. But it is the strong individualism of the French that is strange, because it does not get along with strong Power Distance. This means that even if the French seems to respect hierarchical order and leadership, they think first about their own life and commitment. This can explain why there is so many strikes. In the contrary, '''American''' low power distance combine with a high individualism is quite characteristic of their country as they worship liberty. Moreover, regarding masculinity, both '''Denmark and France''' have a low score which can be explain by french '''“welfare state”''' and Danish culture where men have more responsibilities at home and where quality of live takes a huge place. Regarding Uncertainty Avoidance, both '''Chinese and Danish''' have a low rate, so they are comfortable with ambiguity and sudden changes, whereas French needs norm and rule as well as a well-planned structure and activity. Finally, we can say that both American and Danish try to enjoy their life as much as they can and have their own life under control. This is not surprising when we know that '''''Denmark is the happiest''' country in the world.
	Therefore if you have to work with French partners, respect the hierarchical order but give also acknowledgement to the work of individual team members. Moreover, if you have to work with American, take into account their strong individualism. Regarding the Danes, it can shock people from other nationalities to see how low their Power Distance is and it can take time for partners to get used to it. Finally the high Power Distance and collectivism rate of China show that if you interact with the right person, you can be sure that the work will be done. This is, of course, basic remarks but it shows how cultural differences could have a huge impact on interactions between partners on a project.		Therefore if you have to work with French partners, respect the hierarchical order but give also acknowledgement to the work of individual team members. Moreover, if you have to work with American, take into account their strong individualism. Regarding the Danes, it can shock people from other nationalities to see how low their Power Distance is and it can take time for partners to get used to it. Finally the high Power Distance and collectivism rate of China show that if you interact with the right person, you can be sure that the work will be done. This is, of course, basic remarks but it shows how cultural differences could have a huge impact on interactions between partners on a project.

Camille.Bortot at 18:57, 26 September 2016

2016-09-26T18:57:16Z

← Older revision		Revision as of 18:57, 26 September 2016
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	'''Globalization''' has brought us a more integrated and interdependent world economy and therefore is creating an increasing number of '''international project''', i.e. a project that reach beyond national boundaries regarding either the project purpose or the nationality of the stakeholders. However, ~~survey shows~~ only a '''40% success rate of international effort'''. One would think that '''standard project management methods''' can be applied within those projects as it is quite successful on a national scale. But international projects bring many different issues that are not covered by standard methods. One of the most difficult challenge, companies have to undergo is '''cultural differences'''. People do not have the same perception of power, happiness, time line or team works and ~~that~~ can have a ~~great~~ impact on the success of a project. To help the manager ~~identify~~ those differences, a list of questions have been develop within the '''Hofstede 6-D method''' which manages to give a broad idea of the challenges cultural differences could bring. Furthermost, to identify and mitigate all the new issues created by international projects, international project management requires unique methods, tools and techniques. <br />		'''Globalization''' has brought us a more integrated and interdependent world economy and therefore is creating an increasing number of '''international project''', i.e. a project that reach beyond national boundaries regarding either the project purpose or the nationality of the stakeholders. However, surveys show only a '''40% success rate of international effort'''. One would think that '''standard project management methods''' can be applied within those projects as it is quite successful on a national scale. But international projects bring many different issues that are not covered by standard methods. One of the most difficult challenge, companies have to undergo is '''cultural differences'''. People do not have the same perception of power, happiness, time line or team works and it can have a huge impact on the success of a project. To help the manager identifying those differences, a list of questions have been develop within the '''Hofstede 6-D method''' which manages to give a broad idea of the challenges cultural differences could bring. Furthermost, to identify and mitigate all the new issues created by international projects, international project management requires unique methods, tools and techniques. <br />
	This article will first deal with the '''definition''' of international project management and emphasizes the main differences between international projects and standard projects. A method to '''identify all the challenges''' that ensues from international projects will be developed as, depending of the project, you can have quite different issues. Finally, the '''key success factors''' in international project management will be exposed.		This article will first deal with the '''definition''' of international project management and emphasizes the main differences between international projects and standard projects. A method to '''identify all the challenges''' that ensues from international projects will be developed as, depending of the project, you can have quite different issues. Finally, the '''key success factors''' in international project management will be exposed.

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	*''''' Complexity '''''		*''''' Complexity '''''
	Those projects have all in common a major characteristic : they are '''complex projects'''. In this case, complexity is more due to organizational and geographical causes. The manager is faced to multiple interdependencies and stakeholders spread around the world. He has to find an adequate structure to cope with interdependent interactions but also which enables communication across different time zones. In fact, the complexity of those ~~project~~ is one of the reason why standard management techniques do not work well.<br />		Those projects have all in common a major characteristic : they are '''complex projects'''. In this case, complexity is more due to organizational and geographical causes. The manager is faced to multiple interdependencies and stakeholders spread around the world. He has to find an adequate structure to cope with interdependent interactions but also which enables communication across different time zones. In fact, the complexity of those projects is one of the reason why standard management techniques do not work well.<br />

	[[File:International Project Characteristics.png\|thumb\|350px\|Figure 1 : International Project Characteristics <ref> Kathrin Köster, ''International Project Management'', SAGE Publications, 2009, Figure 1.5, p.17 </ref>]]		[[File:International Project Characteristics.png\|thumb\|350px\|Figure 1 : International Project Characteristics <ref> Kathrin Köster, ''International Project Management'', SAGE Publications, 2009, Figure 1.5, p.17 </ref>]]
	*''''' Risk '''''		*''''' Risk '''''
	Because of this complexity, another characteristic is '''risk'''. In most of those ~~project~~ and especially in the construction field, budget and planning over-runs are expected. It is common in standard ~~project~~ too, but the factor ~~for~~ uncertainty is much higher in International Project ~~like~~ political instability in one of the country involved or change of government and a new political line are more likely to happen. <br />		Because of this complexity, another characteristic is '''risk'''. In most of those projects and especially in the construction field, budget and planning over-runs are expected. It is common in standard projects too, but the factor of uncertainty is much higher in International Project, as political instability in one of the country involved or change of government and a new political line are more likely to happen. <br />

	*'''''Uniqueness'''''		*'''''Uniqueness'''''
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	*'''''Diversity'''''		*'''''Diversity'''''
	Another characteristic of those projects is '''diversity'''. Cultural differences are one of the biggest ~~challenge~~ managers will have to face. Organizational structures may differ among the different nationalities represented as well as the languages spoken. Also educational and social backgrounds may have a huge impact on the stakeholders working habits. Therefore, managers have to take into account this diversity. <br />		Another characteristic of those projects is '''diversity'''. Cultural differences are one of the biggest challenges managers will have to face. Organizational structures may differ among the different nationalities represented as well as the languages spoken. Also educational and social backgrounds may have a huge impact on the stakeholders working habits. Therefore, managers have to take into account this diversity. <br />

	*'''''Dynamics'''''		*'''''Dynamics'''''
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	Moreover, the larger scope of the project implies also more resources needed especially regarding time for planning, money for transportation and co-ordination efforts. Another '''limited resource''' is the staff : it is really difficult to find the staff with the right skills to manage language and intercultural diversity.<br />		Moreover, the larger scope of the project implies also more resources needed especially regarding time for planning, money for transportation and co-ordination efforts. Another '''limited resource''' is the staff : it is really difficult to find the staff with the right skills to manage language and intercultural diversity.<br />

	All those characteristics show why international projects are different than standard project. Standard management techniques cannot achieve to solve the difficulties involved in international ~~project~~ especially regarding the scope, the purpose, the main stakeholders and the risk intensity. So that’s why new techniques and tools have to be developed.<br />		All those characteristics show why international projects are different than standard project. Standard management techniques cannot achieve to solve the difficulties involved in international projects especially regarding the scope, the purpose, the main stakeholders and the risk intensity. So that’s why new techniques and tools have to be developed.<br />

	== Identify the challenges ==		== Identify the challenges ==

Camille.Bortot: /* Limitations */

2016-09-25T23:13:42Z

Limitations

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	== Limitations==		== Limitations==

	'''Hofstede’s model''' is a solid framework to identify the different cultural issues that we can encounter in an international project and it has been widely used in area such as international marketing or finance. However, there is some '''inconsistencies '''with this model. This study concentrated one issue at a '''national scale''' when there can be huge cultural differences within the same country. This tool has to be carefully used if you want to get result regarding a whole country and not just a few representatives.<br\>		'''Hofstede’s model''' is a solid framework to identify the different cultural issues that we can encounter in an international project and it has been widely used in area such as international marketing or finance. However, there are some '''inconsistencies '''with this model. This study concentrated one issue at a '''national scale''' when there can be huge cultural differences within the same country. This tool has to be carefully used if you want to get result regarding a whole country and not just a few representatives.<br\>

	Regarding the implementation of an international project, it is good to focus on the '''cultural differences''' which is a huge issue but you must not forget '''the classical management ~~issue~~''' which could be quite tricky to solve regarding of the large scope and the worldwide repartition of the project. Sometimes, the simple classic management issue could become a huge problem in an international project such as '''resource planning''' or''' staff allocation'''. When you want to implement your program it is nice to focus on the specificities of international project but you also have to solve the classical issues.		Regarding the implementation of an international project, it is good to focus on the '''cultural differences''' which is a huge issue but you must not forget '''the classical management issues''' which could be quite tricky to solve regarding of the large scope and the worldwide repartition of the project. Sometimes, the simple classic management issue could become a huge problem in an international project such as '''resource planning''' or''' staff allocation'''. When you want to implement your program it is nice to focus on the specificities of international project but you also have to solve the classical issues.<br\>

			Furthermore, '''communication''' could be a huge issue in International Project, one of the best example for this is the lack of communication between the English and the French teams during the construction of the Channel Tunnel. Even if nowadays, many IT tools exist to help address the geographical gap, different time zones can also be a difficulty. Moreover, those tools such as Skype, common server or cloud, could help to work all together, but according to several studies, nothing is better than '''a face to face meeting''' and all the partners of the project have to know that.

	== References==		== References==