Echoes of the silent language of project management

Article Abstract:

Most multinational companies have difficulties handling multicultural projects. They have tried solving this problem by giving their project managers cross-cultural training programs. However, they found out that this strategy is ill-effective because they still produce managers who believe that one type of project management can fit all cultures. Thus, it is suggested that project team members interpret the same project management practices according to their cultural backgrounds.

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A parallel WBS for international projects

Article Abstract:

International project managers usually face cross-border and cross-cultural problems whenever they are assigned to foreign countries. These obstacles range from logistics problems, unclear government policies and regulations and clashing business practices and expectations. To prevent these problems from happening, international project managers are advised to prepare by developing a parallel Work Breakdown Structure and employing a Culture Risk Management Team.

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Global work teams: a cultural perspective

Article Abstract:

Most businesses that have penetrated the global market need to reorganize because of the entry of employees and executives with different cultural backgrounds. The success of multinational corporations will depend on how they integrate their staff and managers with dissimilar cultural behavior and expectations. As a first step, it is advised that every employee understand and respect each other's expectations and business practices.

Business success

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