Ours is a challenging age for business. One of the reasons therefore is that the international customer increasingly demands efficiently integrated solutions for fairly complex problems. These expectations are further intensified by the enormous cost pressure and global competition companies are facing nowadays. By concentrating on the firm’s core competences and by the continuously increasing international division of work these challenging expectations seem to be successfully addressed. This is the reason why international project organisations and project teams have gained enormous importance over the last years. Moreover, constantly innovated information and communication technology tools are contributing to a further facilitation of world wide collaboration. The management of locally dispersed or international project teams, however, is increasingly challenged by a fairly diverse spectrum of barriers. Collectively they display an enormous amount of complexity, consequently explaining the still considerably high failure rates of international project work.
On the basis of theoretical analysis as well as an empirical investigation of selected international projects jointly conducted with project managers in practice, the conclusion of this thesis suggests that projects are significantly troubled by barriers whose impact regularly is neglected; more specifically these are barriers are related to peculiar issues such as culture, communication and leadership. This conclusion points out that by adequate consideration and acknowledgment of the enormous impact of these "soft barriers" international project work has better chances to reach the predefined goals. This thesis will further provide useful suggestions and findings with regards to the management of international projects. These findings derived from the observations made are meant to support companies and project managers in future in striving to successfully reach the desired outcomes of international projects.
Table of Contents
1 Introduction
1.1 Purpose
1.2 Research Question
1.3 Scientific Method
1.4 Structure
2 Fundamentals of Project Management
2.1 Definition of the term Project
2.1.1 Project goals
2.1.2 Project types
2.2 Definition of the term Management
2.3 Definition of the term Project Management
2.4 Suitable Organizational Structures
2.4.1 Line Staff Organization
2.4.2 Pure Project organization
2.4.3 Matrix Project Organization
3 Project Phases
3.1 Defining the Project
3.2 Planning of the Project
3.2.1 Planning of Performance
3.2.2 Planning of Quality
3.2.3 Planning of Deadlines
3.2.4 Planning of Resources & Costs
3.2.5 Planning of Risk
3.3 Carrying out and Controlling of the Project
3.4 Ending of the Project
4 Project Teams
4.1 Fundamentals
4.2 Composition
4.2.1 The Role of the Project Manager
4.2.1.1 Selection criteria
4.2.1.2 Challenge - Time management
4.2.2 The Role of the Project Team Members
5 International Projects
5.1 Specific Characteristics
5.2 Potential barriers for International Project Teams
5.2.1 Economic barriers
5.2.2 Judicial & political barriers
5.2.3 Cultural barriers
5.2.3.1 Culture – a complex concept
5.2.3.2 The MBI Approach – a helpful measure
5.2.3.3 Intercultural competence
5.2.4 Communication barriers
5.2.4.1 Pros and Cons of communication channels
5.2.4.2 Communication problems
5.2.4.3 Conflict resolution
5.2.5 Particular barriers
5.2.5.1 Contractual agreements
5.2.5.2 Leadership style
5.2.5.3 Others
5.3 Recommended course of action
6 Practical Input
6.1 Waagner Biro Holding AG
6.1.1 General Information
6.1.2 Common barriers for PM at Waagner Biro
6.2 NXP Semiconductors
6.2.1 General Information
6.2.2 Common barriers for PM at NXP Semiconductors
6.3 Bombardier Transportation Austria GmbH & Co KG
6.3.1 General Information
6.3.2 Common barriers for PM at Bombardier Transportation
6.4 Next Level Consulting
6.4.1 General Information
6.4.2 Common barriers identified by a consultant at NEXT LEVEL
6.5 Major findings of Practical Input
7 Conclusion
7.1 Connection of theoretical and practical observations
7.2 Outlook
Objectives & Core Topics
The thesis aims to analyze the various barriers that international project teams face, focusing specifically on "soft factors" such as culture, communication, and leadership, which often impede successful project completion despite being frequently overlooked. It seeks to provide a theoretical framework and practical insights into overcoming these challenges to improve project success rates.
- The complexity and unique challenges of managing geographically dispersed international project teams.
- The critical, yet often neglected, impact of psychosocial "soft barriers" on project outcomes.
- Methods for identifying and managing risks, cultural differences, and communication barriers.
- Practical strategies and tools derived from expert interviews with industry project managers.
- The importance of leadership styles and motivation in international project settings.
Excerpt from the Book
5.2.3.1 Culture – a complex concept
By definition, culture is made up of pervasive and shared beliefs, norms and values that guide a person through every day’s life. (Cullen/Parboteeah (2005) p. 43) In fact, cultural differences dispose of the greatest potential to hinder effective interaction within the team. Cultural differences concern the so-called elements of culture, which are for example language, non-verbal language, religion, certain values and attitudes and individual differing manners and customs. (Czinkota/Ronkainen (2002) p. 62) In addition, the material elements of culture, which result from technology and are characterized by the way a society organizes its economic activity, are of concern as well. Material culture elements include issues such as aesthetics, a culture’s definition of what constitutes good taste for example, education and social institutions.
Indeed culture is composed of three different levels, which are of national, business, occupational and organizational nature. As the term “national culture” already implies, it refers to the dominant culture existing within the boundaries of a nation state. This level of culture includes for example religious beliefs, education, family, politics, law and economics. The second level of culture is called business culture; it is largely influenced by the national culture but is more concerned with the values, norms and beliefs affecting all aspects of work and organizational life. Finally distinct cultures can also emerge around work roles and organizations. This is where the so-called occupational culture kicks in. This cultural level are the norms, values and ways of behaving that are expected from people in certain occupations, irrespective of their organizational employer. Last but not least, organizational culture refers to the set of beliefs and values that are commonly shared by the members of a particular organization. It is however often the case that within different departments and divisions diverse subcultures are developed in turn as well. (Cullen/Parboteeah (2005) pp. 46 ff.) By being informed about the different levels of culture, its actual complexity and potential impacts shall be realized.
Summary of Chapters
1 Introduction: Defines the thesis’s scope, research question, and methodology, focusing on the need to adapt traditional project management for the challenges of international teams.
2 Fundamentals of Project Management: Provides an overview of core project management concepts, goals, and organizational structures.
3 Project Phases: Details the standard life cycle of a project, from initiation and definition through planning, execution, and project termination.
4 Project Teams: Explores the role and composition of project teams, with a special emphasis on the responsibilities and selection criteria for project managers.
5 International Projects: Identifies the specific characteristics of international projects and categorizes the barriers—economic, political, cultural, and communication—that impact their success.
6 Practical Input: Presents findings from case studies with project managers at Waagner Biro, NXP Semiconductors, Bombardier Transportation, and a specialized consultant.
7 Conclusion: Summarizes the thesis’s insights, linking theoretical observations with practical evidence to emphasize the necessity of managing "soft factors" for project success.
Keywords
International project management, Project teams, Cultural barriers, Communication barriers, Soft factors, Leadership style, Conflict resolution, Risk management, Organizational structure, Soft skills, Global collaboration, Project success, Psychosocial factors, Intercultural competence, Virtual teams.
Frequently Asked Questions
What is the core focus of this thesis?
The thesis focuses on identifying and analyzing the diverse spectrum of barriers that hinder the successful completion of international projects, with a particular emphasis on psychosocial or "soft" factors.
What are the primary themes discussed in the work?
The key themes include the impact of culture, communication, and leadership styles on project management, as well as how organizations can overcome these challenges through strategic planning and team preparation.
What is the primary research question?
The research question asks: "Which spectrum of barriers is significantly impeding and challenging the successful operation of international project teams?"
What scientific methods were used?
The research is based on a hermeneutic approach involving extensive literature review and an empirical investigation involving interviews with experienced project managers in practice.
What is covered in the main body of the text?
The main body covers the theoretical fundamentals of project management, project phases, the composition of project teams, a deep dive into various types of barriers (economic, judicial, cultural, communication), and practical insights from specific companies.
What key terms characterize this study?
The study is characterized by terms such as international project management, soft barriers, cultural competence, and cross-border collaboration.
How do cultural differences impact international project teams according to the research?
The research indicates that cultural differences create "soft barriers" that, while often neglected, can paralyze international teams if not addressed through strategies like the MBI approach (mapping, bridging, integrating).
What role do communication tools play in international settings?
Communication tools are essential for geographically dispersed teams, but their usage must be adapted to the complexity of the task to avoid misinterpretations and ensure that the right level of "richness" is utilized.
- Citation du texte
- Anonym (Auteur), 2008, Barriers in International Projects, Munich, GRIN Verlag, https://www.grin.com/document/438448
