international project management environments

International Project Management Environments

Master in Project ManagementDavid Prat Robles

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OutlineTh

esis

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k in

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Cultu

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Glob

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Virt

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lysis

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Problematic and Objective

Synthetize knowledge providing the international project manager with useful, simple and fast tools to increase their role success

Internationality creates complexity in projects which adds difficulty in managing them. Volatility, uncertaincy and ambiguity raise in these environments

Thesis work introduction

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Approach Strategy Cross-culturalism Globalization

Take distance having a wide sight when dealing with cross-cultural teams

Close perception and undestanding of globalization driving forces


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Study contextualization and critics

Belgium

Burkina Fa

soChina

Ecuador

Egypt

El Salva

dor

Greece

Mexico

Portugal

Servi

aSp

ain

Sweeden UK US

0

4

8

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Survey Participant Nationalities

Contrast experts information and contribute with new conclusionsSurvey to well characterized individuals from all different cultures; they had experience and preference for intenational projects

29 individuals14 NationalitiesNearly all culture types representedSpanish culture interaction characterization


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Human Mental ProgrammingDifferent cultures have different priorities. Intercultural respect is keystone for success. But what to respect? values are not easily visibleWilling to know is the first step

[1] [2]


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Cultural Competence

CQ is mesurable and has a framework1. Show interest and attitude; being informed2. Wide knowledge about cultures3. Anticipating cultural issues, benefit from different

strenghts of cultures4. Control how other cultures perceive us as a PM,

adapt our actions and communication

IQ determines if you are chosen as PM but the other quotients determine how long are you a PM

[3]

[4]


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Hofstede’s Power Distance (PDI) vs. Cross-cultural PDI Perception

Less to more PDI

Nationalities amounts

1 Great Britain2 Sweden, Spain, U.S.3 Catalonia7 China, Ecuador8 Egypt, Spain x2,

Greece9 Burkina Faso

PDI Hoffstede’s model results Study survey results

Asks: PDI and protocol perception in one’s culture with respect to others

Asks: being afraid of different opinion from boss, one’s boss style and one’s preference

Culture characterization

Only extrems taken. Puntuation is 1 to 10

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Hofstede’s Uncertainty Avoidance (UAI) vs. Cross Cultural UAI


UAI Hoffstede’s model results

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0 1 2 3 4 5 6 7 8

Uncertainty Tolerance Comparison

Study survey results

Hostede’s UAI asks about organizational UAI whereas study UAI measures cross-cultural UAIH. UAI is determined by nations superego whereas study’s UAI is by personal temperament

From less to more tolerance, Puntuation is 1 to 10Davi

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Six Culture Clusters © (Example)

PDI IDV MAS UAI0

20406080

100

PDI IDV MAS UAI0

20406080

100

Contest Cluster Family ClusterCompetition & FreedomInstitutions remain in the backdropHierarchy based mostly on performanceNegotiations driven by tangible resultsOpen conflict allowedShort termed planningGood disruptive innovationPraise practise

Loyal employeesA contract is only an initial

changeable agreementManagers are a

paternalistic wise figureNegotiations need time to

build trustLoosing face is bad seen

Long term orientedGood incremental

innovation Harmony is keystone


Davi

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Davi

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atHofstede’s model variables

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Lewis Model of Cross-cultural Communication

Multi-active Linear-active Reactive

EmotionalThe communication focus is on the continent instead of contentsLoose and dynamic schedule

More introvertedNot interrupting interlocutorLinear beforehand and precise planning

Adapt their actions to the other’s first moveMonologue style with silences to mark each turnNo interjections but subtle body language

• Good project managers should be balanced in their approach to interaction and time managing, senior managers have some bias to multi-active

• Engineers and accountants become more linear-acitve• Doctors, lawyers and even old people become more reactive


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Time orientation and pace in cultures

Robert V. Leveine, et al cultures’ pace study

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0 1 2 3 4 5 6 7 8 9 10

Money Importance vs. Pace Preference

Pace Preference Money Importance


Y-axis is importance puntuation, X-axis is number of individuals

Study of cultures pace and money relation

Strong coorelation between high paced societies and GDP, individualism and PPP, (vicious circle)High pace produces CHD, high smoking rates and high subjective well being (SWB)Young individuals and high paced cultures scored wanting lower pace than the money importance dictates

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Globalization SnapshotGlobalization awareness

After post-WWII period U.S. leadearship is undergoing a decentralization processAfter U.S. wars, Gresham’s law got into action creating foreign gold repatriationToday several games with several players occur concurrently...

• U.S. military power superiority• E.U. R&D+i leadership• China (inside BRICS) international

trade partners and population

Float currencies marketPreassure is in high quality at low prices

“Study the past if you would define the future.”Confucius

The world of 7 billion. Salary income regions

[5]

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Innovation managementEconomy system generates greed for production increase and efficiency to raise benefitsIncremental innovation ends up collapsing so disruptive innovation leaps are needed Finding balance between both innovations allows company survival

Globalization awareness

Metanational Companies

“We cannot solve our problems with the same thinking we used when we created them.”Albert Einstein

1. Sensing of disruptive technologies2. Look and atract pionnering talent overseas3. Improve business efficiency to compete

with old model organizations

Critical company value is really spread reagardless of frontiers

[6]

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Work MotivationGlobalization awareness

“Many people take no care of their money till they come nearly to the end of it, and others do just the same with their time.”Johann Wolfgang von Goethe

Travel33%

Lan-guages

7%Living abroad

13%

Cultures33%

Carrer13%

International Work Environments Priorities

TravelLanguagesLiving abroadCulturesCarrer

The more you love an activity and the more meaningful it becomes the better the performanceNon-evaluation and non-appraisal of work is almost equivalent to destroy it

Dan

Arie

ly Study results of international work environments priorities

[7]

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Virtual Teams

Golden rule: promote trust

Virtual teams analysis

Cultural awareness

Respect

Transparency

Facilitate knowing each other

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Multicultural TeamsSuccess depends on identifing, supporting and taking advantage of each member’s culture!

Culture Strength Blind Spot Key Concept

Spanish Improvising Personal sensitivity Spanish honor

German Order Subtle humor Demonstrate solidity

Italian Communicative Agendas Share personal detail

Chinese Good at Negotiating International exposure Humilty

Japanese Prudence Individual decision making Courtesy

Swedish Collective skills Slow decision making Consulting decisions


Table of examples of cultures characteristics. The information is a rough reference and doesn’t have to be used as a rule

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Conflict Management+ Masculism (MAS) -

+ Individualism (INV) -

+ Power Distance (PDI) -

+ Uncertainty Avoidance (UAI) -


Disputes are solved fighting.

Speaking one’s mind is a honesty sign.

Latent and feared conflict is normal, peers more reluctant to cooperate.

Disaproval for conflict and tend to avoid it.

Compromise and negotiation for disputes.

Harmony is priorized to conflict resolution.

Peers more willing to cooperate and powerless

harmony is valued.

Natural fierce competition and reconciliation is easier.

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ConclusionsAs a PM find the stability in a multicultural team

Tell apart cultural issues from personal ones

Be aware of globalization impact in cultures and people

Cross-cultural competence is going to be keystone in next years

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Images references[1]: http://www.reciprhocal.com.br/en/wp-content/uploads/2013/03/sobre2.png (Accessed July 2016)

[2]: http://www.slideshare.net/AmritaGandikota/intercultural-management-56949697 (Accessed July 2016)

[3]: Adapted from: B. Richardson, "Culture Induced Complexity: What every project and program manager needs to know," PMI Project Management Institute, 2014.

[4]: The four factor model of cultural intelligence (adapted from Jolita Kiznyte et. all)

[5]: http://ngm.nationalgeographic.com/2011/03/age-of-man/map-interactive (Accessed July 2016)

[6]: http://www.indiainfoline.com/article/news/innovation-for-growth-5403980659 (Accessed July 2016)

[6]: Two reasons companies fail and how to avoid them, Knut Haanaes, March 2016

[7]: What makes us feels good about our work?, Dan Ariely, April 2013

international project management environments

Leadership & Management