Topic 12 International Project Management Gray Larson Chapter

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Topic 12 International Project Management Gray & Larson, Chapter 14 (available on e-reserve) ICT

Topic 12 International Project Management Gray & Larson, Chapter 14 (available on e-reserve) ICT 327 Management of IT Projects Semester 1, 2004 1

Learning Objectives • At the end of this topic, you should be able to:

Learning Objectives • At the end of this topic, you should be able to: • Define the term international project • Define the difference between an overseas project and a foreign project. • Identify the key issues for an international project. • List and provide examples of the five elements of Kluckhohn. Strodbeck’s Cross-Cultural Framework. • Interpret the Kluckhohn-Strodbeck’s Cross-Cultural Framework. • Define culture shock and give an example of it and how it may affect a new project manager. • Define the different culture shock stages. • Identify ways that different cultures may impact on an international project and give examples. • Give examples of how a project manager may have to adapt their expectations or behaviour when running an international project. ICT 327 Management of IT Projects Semester 1, 2004 2

Definitions • Domestic projects: • • Performed in its native country for a resident

Definitions • Domestic projects: • • Performed in its native country for a resident firm International projects: (2 types): 1. Overseas project: Executed in a foreign country for a native firm 2. Foreign project: Executed in a foreign country for a foreign firm ICT 327 Management of IT Projects Semester 1, 2004 3

Challenges for relocating project manager • Positive • Increased incomes, increased responsibilities, career opportunities,

Challenges for relocating project manager • Positive • Increased incomes, increased responsibilities, career opportunities, foreign travel, new lifetime friends. • Negative • Absence from home, friends, family, personal risks, missed career opportunities, foreign language, culture, laws, may be adverse conditions ICT 327 Management of IT Projects Semester 1, 2004 4

Motivation for international projects • Why is the firm looking globally? • Does the

Motivation for international projects • Why is the firm looking globally? • Does the firm have inadequate core competencies requiring an alliance or merger project? • Is demand growing in other developing nations so that a global presence is necessary to proceed? • Do the risk levels for this project mathc the firm’s profile for risk? • Etc. (Gray & Larson p 434) ICT 327 Management of IT Projects Semester 1, 2004 5

Additional risks • • • Environmental factors Legal/ political factors Geography Economic Infrastructure Culture

Additional risks • • • Environmental factors Legal/ political factors Geography Economic Infrastructure Culture ICT 327 Management of IT Projects Semester 1, 2004 6

Project site selection Political stability Worker skill supply Culture compatibility Infrastructure Government support Product-tomarket

Project site selection Political stability Worker skill supply Culture compatibility Infrastructure Government support Product-tomarket advantage Singapore 5 4 4 3 India 3 4 3 3 Ireland 5 4 5 5 Gray & Larson: p 439 ICT 327 Management of IT Projects Semester 1, 2004 7

Kluckhohn-Strodbeck’s Cross-Cultural Framework 5 Elements 1. 2. 3. 4. 5. Relation to nature Time

Kluckhohn-Strodbeck’s Cross-Cultural Framework 5 Elements 1. 2. 3. 4. 5. Relation to nature Time orientation Activity orientation Basic nature of people Relationships among people ICT 327 Management of IT Projects Semester 1, 2004 8

Kluckhohn-Strodbeck’s Cross-Cultural Framework Cultural issue Variations Relationship to nature Domination Harmony Subjugation Time orientation

Kluckhohn-Strodbeck’s Cross-Cultural Framework Cultural issue Variations Relationship to nature Domination Harmony Subjugation Time orientation Past Present Future Activity orientation Being Doing Controlling Nature of people Good Evil Mixed Individualist Group Hierarchical Relationships among people ICT 327 Management of IT Projects Semester 1, 2004 9

Cross-Cultural Framework example – for the US Cultural issue Variations Relationship to nature Domination

Cross-Cultural Framework example – for the US Cultural issue Variations Relationship to nature Domination Harmony Subjugation Time orientation Past Present Future Activity orientation Being Doing Controlling Nature of people Good Evil Mixed Individualist Group Hierarchical Relationships among people ICT 327 Management of IT Projects Semester 1, 2004 10

Try this • Complete the cross-cultural framework for: • Australia • Another country of

Try this • Complete the cross-cultural framework for: • Australia • Another country of your choice ICT 327 Management of IT Projects Semester 1, 2004 11

Kluckhohn-Strodbeck’s Cross-Cultural Framework Cultural issue Variations Relationship to nature Domination Harmony Subjugation Time orientation

Kluckhohn-Strodbeck’s Cross-Cultural Framework Cultural issue Variations Relationship to nature Domination Harmony Subjugation Time orientation Past Present Future Activity orientation Being Doing Controlling Nature of people Good Evil Mixed Individualist Group Hierarchical Relationships among people ICT 327 Management of IT Projects Semester 1, 2004 12

Kluckhohn-Strodbeck’s Cross-Cultural Framework Cultural issue Variations Relationship to nature Domination Harmony Subjugation Time orientation

Kluckhohn-Strodbeck’s Cross-Cultural Framework Cultural issue Variations Relationship to nature Domination Harmony Subjugation Time orientation Past Present Future Activity orientation Being Doing Controlling Nature of people Good Evil Mixed Individualist Group Hierarchical Relationships among people ICT 327 Management of IT Projects Semester 1, 2004 13

Culture shock 4 stages 1. 2. 3. 4. Honeymoon Irritability & hostility Gradual adjustment

Culture shock 4 stages 1. 2. 3. 4. Honeymoon Irritability & hostility Gradual adjustment Adaptation ICT 327 Management of IT Projects Semester 1, 2004 14

Topic 12 International Project Management Gray Larson ChapterTopic 12 International Project Management Gray Larson Chapter
RESOURCE SCHEDULING REFERENCES LARSON E W GRAY CRESOURCE SCHEDULING REFERENCES LARSON E W GRAY C
RESOURCE SCHEDULING REFERENCES LARSON E W GRAY CRESOURCE SCHEDULING REFERENCES LARSON E W GRAY C
RESOURCE SCHEDULING REFERENCES LARSON E W GRAY CRESOURCE SCHEDULING REFERENCES LARSON E W GRAY C
RESOURCE SCHEDULING REFERENCES LARSON E W GRAY CRESOURCE SCHEDULING REFERENCES LARSON E W GRAY C
RESOURCE SCHEDULING REFERENCES LARSON E W GRAY CRESOURCE SCHEDULING REFERENCES LARSON E W GRAY C
Home Topic 1 Topic 2 Topic 3 TopicHome Topic 1 Topic 2 Topic 3 Topic
Jeopardy Topic 1 Topic 2 Topic 3 TopicJeopardy Topic 1 Topic 2 Topic 3 Topic
Topic 1 Topic 2 Topic 3 Topic 4Topic 1 Topic 2 Topic 3 Topic 4
Jeopardy Topic 1 Topic 2 Topic 3 TopicJeopardy Topic 1 Topic 2 Topic 3 Topic
Jeopardy Topic 1 Topic 2 Topic 3 TopicJeopardy Topic 1 Topic 2 Topic 3 Topic
JTPP Topic 1 Topic 2 Topic 3 TopicJTPP Topic 1 Topic 2 Topic 3 Topic
JEOPARDY Topic 1 Topic 2 Topic 3 TopicJEOPARDY Topic 1 Topic 2 Topic 3 Topic