Much of the research in project management focuses on developing better planning techniques to create successful engineering and construction projects. IPT: International Project Team KPI: Key Performance Indicators NPEC: Net Project Implementation Costs NPOV: Net Project Performance Value PM: Project Management.
BACKGROUND AND CONTEXT
Problems in managing international projects – contextualising
- Rationale for the research
- Some problems in managing international projects
- Problems encountered in international project management
- Description of research problems
- Research objectives
- The contributions of this research
- A brief introduction to the research methodology
- The structure of the thesis
The project management (PM) environment for international development projects is also much more complicated than domestic projects in industrialized countries (Kwak, 2002). The issue of cultural differences has been recognized as one of the main problems in international project management (Murphy, 2005; Pheng and Leong 2000).
Assessment of key concepts that are relevant to
Introduction
Assessment of key concepts
- Dimensions of a project
- The differences between projects and products
- Brief review of project management
- The body of project management knowledge and standard
- Evaluation of an international project
- Foreign business environment
- The characteristics of an international project management team
- Project success review
The goal of project management is to achieve defined project objectives in a risk environment. The issue of project success is much more subtle than the golden triangle (time, budget and required quality) (Westerveld, 2003).
Critical project success factors review
Gray and Larson (2003) conclude that "the biggest challenge international project managers face is the reality that what works at home may not work in a foreign environment". B3.6 The ability to build good Guanxi (personal relationships) is a crucial criterion for a competitive manager (Buckley, Clegg & Tan, 2006).
Project success measurement review
- Introduction
- The definition of project success criteria
- The measures of project success
- The findings from the literature review
Summary
Both Chinese and South African project managers tend to protect themselves when communicating in project management. There are two groups: South African project managers (referred to as group 0) and Chinese project managers (group 1). Chinese project managers take more account of the 'face/image' of others during project communication than South African project managers.
It appears that "face/image" is not so important to South African project managers during project communication. The recognition of "face/image" in the identified five project management activities by Chinese project managers is much higher than that of South African project managers. It is measured in this study by counting the number of "yes" for each subbehavior under a main behavior in a specific project activity in the questionnaire to indicate the "level of existence of subbehavior".
During project communication, and project conflict resolution, Chinese project managers think that the "face/image" is important. Competition through effective management of cultural diversity, International Studies of Management or Organization, 22(4). guanxi' - the value of relationships in the development of the Chinese market.
THE DEVELOPMENT OF THE CONCEPTUAL MODEL
Literature review on international project management
Introduction
After assessing some key concepts in the last chapter, this chapter will conduct a further literature review on limiting factors in international projects. This should then provide the appropriate context for cultural differences in project management, which will be specifically addressed.
A brief research review on constraint factors in international project
They believe that factors in host countries are the main limiting factors for international projects. However, the differences are clear because international projects are carried out in a foreign environment, which is typically unknown to the project managers. If international project managers understand and manage these factors correctly, the chances of failing to manage international projects properly should be reduced.
In this study, the cultural differences that influence the management of international projects have been chosen as a research topic.
Cultural difference in international project management
- Assessment of the concept of culture
- Effects of cultural differences on international project management68
What are the cultural changes that affect the management of international projects and how they affect it will be addressed. The concept of culture can be defined at the organizational, industrial and national level, where all levels are relevant in the context of international project management (Loosemore, 1999). In this research study, the term "cultural difference" refers to national cultural differences among international project team members that affect international project management.
This chapter reviewed the definition of culture before discussing the effects of cultural differences on international project management.
Review of gaps in previous research on international projects 75
Some conclusions from the literature review
The previous researchers in project management, mainly coming from industrial engineering, have concentrated on technical aspects and shown less interest in the social aspects of project management. Therefore, the issue of cultural management has not been seriously addressed in project management studies. The results clearly show that cultural differences undoubtedly have some effect on project management activities.
These facts indicate that there should be closer relations between South Africa and China in terms of project management practices in the future.
Summary
From the statistics of the Chinese government, the trade volume between these two countries was more than 16 billion USD in 2009. For example, there are 65 huge projects being carried out on the African continent (including 1.6 billion USD investment in a hydroelectric plant in Botswana) financed by the cooperation between Standard Bank of South Africa and Co2Internet Bank of South Africa and Co2Internet Bank of South Africa.
Conceptual model for international project management
Introduction
The identification of typical Chinese behaviours
Chinese culture typically has a long-term orientation that differs from a short-term orientation (compared to the United States and the United Kingdom). Chinese cultural differences (compared to other cultures) can be observed from the personal behavior. Personal relationships: Guanxi – is critical to obtaining favors and doing business successfully (Davies, Leung, Luk & Wong, 1995;.
B5.7 Agree in public but disobey in private to avoid conflict if you disagree with the superior's opinions (Yang Feng Yin Wei) (Hwang, 1997–8; Zeng, 2003).
The key activities affected by cultural differences in an international
The research survey was conducted on a population of Chinese and South African project managers. This result suggests that Chinese project managers feel strongly about risk avoidance during project management activities. It also shows that both South African and Chinese project managers try to avoid conflict during project communication.
We can conclude that Chinese and South African project managers have different opinions about conflict resolution during project team building. From this perspective, Chinese project managers are very risk averse during project management activities. Chinese project managers believe that ―face/image‖ is a very important factor during project communication, negotiation and conflict resolution because.
Project management processes
The proposed solutions for overcoming cultural differences in
From the aforementioned literature studies, the following possible solutions for overcoming cultural differences can be listed. Learn the host country's culture: project managers should spend time and effort to understand the host country's culture to reduce the risks associated with cultural differences (Ling & Hoi, 2006; Gray & Larson, 2003; . Pheng & Leong 2000). Create an organizational culture: create a common value or culture for the company that every member can subscribe to (Howes & Tab, 2003; . Chevrier, 2003).
Embrace different cultures: Be open-minded and don't simply judge what is right or wrong in the typical way of your own culture (Gunhan & Arditi 2005).
A proposed conceptual model for managing cultural difference in
The difference in cultural behavior may lead project managers to behave differently in international project management (IPM) activities. This is suggested as the possible reasons for risk emergence due to cultural differences in international project management. This conceptual model provides a clear picture of the path along which cultural differences influence the success of projects by changing the risk profile.
The model shows a proposed solution to mitigate the negative effects that stem from cultural differences.
Conclusions
DATA ANALYSIS AND RESULTS
Research methodology design
- Introduction
- The questionnaire design
- The survey process
- Conclusions
B1.4 A1 Life is much more important than Ming Li (wealth and fame) and one does not strive for Ming Li (wealth and fame) during project communication. B1.4A3 Life is much more important than Ming Li (wealth and fame) and one does not strive for Ming Li (wealth and fame) during project conflict resolution. B1.4A4 Life is much more important than Ming Li (wealth and fame) and one does not strive for Ming Li (wealth and fame) during project contract process.
B1.4A5 Life is much more important than Ming Li (wealth and fame) and one does not strive for Ming Li (wealth and fame) during project team building.
Date analysis and discussion of results
Introduction to data analysis
Subsequently, a comparative analysis was performed to evaluate the differences between Chinese and South African project managers in terms of sub-behavioral level towards project management activities. The total score of the subbehaviours for each behavior was calculated using a reliability test to decide whether the score could represent each behavior. If the score was representative, a comparative analysis was performed between Chinese and South African project managers.
After analyzing each behavior at the second level, one comparative analysis of each behavior against each project management activity between Chinese and South African project managers was conducted to see if any differences existed.
Data analysis and results
- Demographics of participants
- Data analysis of B1 vs PM activities (A1 to A5)
- Data analysis of B2 vs PM activities (A1 to A5)
- Data analysis of B3 vs PM activities (A1 to A5)
- Data analysis of B5 vs PM activities (A1 to A5)
- Data analysis of Behaviours and PM activities
Life is much more important than Ming Li (wealth and fame), and one does not pursue Ming Li (wealth and fame) while resolving project conflicts. Life is much more important than Ming Li (wealth and fame), and one does not strive for Ming Li (wealth and fame) during the project contracting process. It seems that during project communication and conflict resolution, 'face/image' is important for Chinese and South African respondents.
B5.2A1 Not to lose face/image to others in the conflict resolution process (Liu Mianzi) during project communication. B5.2A4 Don't let others lose face/image in conflict resolution (Liu Mianzi) during the project contract process. B5.2A5 Not causing others to lose face/image in conflict resolution (Liu Mianzi) during project team building.
Data analysis of additional survey
- The demographics of the participants
- Discussion of additional survey results
The impact of identified cultural behaviors on project management processes fluctuates as projects progress. The results of additional research (Figure 7.8) clearly show that cultural behaviors have different effects on project management processes in the project life cycle. The results also show that cultural behaviors have a relatively large influence in all project management processes, as Likert values are usually above 3.
The B4 curve is above that for other cultural behaviors in all project management processes.
Conclusions
This result indicates that there is a significant and positive relationship between mitigation solutions and impact on cultural differences. B4.1A3), which was rated very favorably by the Chinese project managers. This also showed that project management theory is not a universal tool, but a culturally sensitive one, as mentioned by Chen and Partington (2004) and Muriithi and Crawford (2003). The findings should benefit project managers involved in projects with international engineering project teams.
The proposed mitigation solutions should contribute to the reduction of risk and conflict due to their effect on influencing cultural differences.
Conclusions, limitations and recommedations for future
Introduction
Conclusions
It is not possible with Chinese project managers to create trust only through project communication. It can be concluded from this result that Chinese project managers are usually hard negotiators. The results also show that Chinese project managers usually do not provide all information in project communication.
Chinese and South African project managers have different approaches to conflict resolution in project communication, negotiation and conflict resolution.
Contributions of the research
The proposed mitigating solutions have been confirmed by the respondents as an effective way to overcome the negative effects of cultural differences. The mitigating solutions proposed will affect the process of cultural differences and will affect any project management process. The proposed mitigating solutions approved by the participants are not necessarily the only solutions.
The results of this study contain useful managerial implications for improving international project team dynamics and performance.
Some limitations of the study and recommendations for future
The research also identified the effect of cultural behavior in each project management process. Project management: cost, time and quality, two best guesses and a phenomenon, it's time to accept other success criteria. An interpretive comparison of Chinese and Western views on relationships in construction project management.
A guide to project management knowledge. 2005), Handing over projects to their end users: The effect of planning and commissioning preparations on project success, International Journal of Project Management.
