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2013 | 5 | nr 3 | 23--38
Tytuł artykułu

Culture and Project Management

Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Project management in every situation is based on planning, organizing, motivating and controlling resources for the attainment of certain goals. This essentially means that the success of the management of a project will depend on the results achieved as well as the resources committed in achieving such results. Irrespective of the objectives of a project, one fundamental fact remains significant, that is, the fact that projects are geared towards the improvement of conditions in a particular society. This article is interested not only in the art of project management but also the factors which could influence the success or failure of these projects. In this article, the influence of the culture of the society for which a project is meant will be examined to find out whether it influences the conception and implementation of the project in any way. In this regard some case studies of projects will be studied to find out the extent to which the cultural context of the society played a significant role in particular projects. The other case which will receive attention in this write up will be the significance of culture at each stage of the project. These elements will be discussed paying particular attention to the dimensions of culture proposed by Hofstede and how they influence the project management process. The conclusion of this article will propose an approach to project management which takes into consideration the cultural context in which the project will be realized and the stages of the project management process which should involve more cultural orientation. (original abstract)
Słowa kluczowe
Rocznik
Tom
5
Numer
Strony
23--38
Opis fizyczny
Twórcy
  • Wrocław University of Technology, Poland
  • Wrocław University of Technology, Poland
Bibliografia
  • Andersen E.S. (1996). Warning: activity planning is hazardous to your project's health!. International Journal of Project Management, 14(2): pp. 89-94.
  • Atkinson R. (1999). Project Management: Cost, time, and quality, two best guesses and a phenomenon, it's time to accept other success criteria. International Journal of Project Management, 17(6), pp. 337-342.
  • Dvir D., and Lechler T. (2004). Plans are nothing, changing plans is everything: the impact of changes on project success. Research Policy 33 (2004) pp. 1-15.
  • FELLNER Executivetraining und Consulting (2008), Challenges and Opportunities for Project Management: Measuring project management competences - Do we measure the right competences?
  • Frame J. Davidson (1995). Managing projects in organizations: How to make the best use of time, techniques and people. First Edition. San Francisco, USA.
  • Hofstede G. (1984). Culture's consequences: International differences in work-related values. Newbury Park, CA: Sage.
  • Hofstede G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations across Nations. 2nd edition. Thousand Oaks, CA: Sage Publications.
  • Horii T., Jin Y., Levitt R.E. (2004). Modeling and Analyzing Cultural Influences on Project Team Performance, Computational & Mathematical Organization Theory, 10, pp. 305-321.
  • Khan D.B., Moe T.L. (2010). Success Criteria and factors for International Development Projects: a life-cycled-based framework. Project Management Journal, 39 (1), 78-84.
  • Knutson Joan, (2001). Project management for business professionals: a comprehensive guide, John Wiley & Sons Publisher, New York, pp. 16.
  • Koster Kathrin, 2010. International Project Management, SAGE Publication Ltd, London, pp. 89-90.
  • Pathak Roli, (2012). The importance of continuing professional development for project managers [online], Available: http://project-management.com/the-importance-of-continuing-professional-development-for-project-managers/ [14 April, 2012].
  • Project Management Institute (PMI), (2000). A Guide to the Project Management Body of Knowledge (PMBOK Guide). Pennsylvania: Project Management Institute, pp. 6.
  • Ralf Mueller and Rodney Turner,(2004). Cultural Differences in Project Owner-Project Manager Communications, Innovations Project Management Research.
  • Ranf Diana Elena (2010), Cultural Differences in Project Management, Annales Universitatis Apulensis Series Oeconomica, 12(2).
  • Schein E. (1985). Organizational Culture and Leadership. San Francisco: Jossey-Bass.
  • Trompenaars F. & Hampden-Turner C.M. (1997). Riding the waves of culture: Understanding cultural diversity in global business. 2nd edition. London: Nicholas Brealey Publishing.
  • Turner J.R., and Cochrane R.A (1993). Goals-and-methods matrix: coping with projects with all defined goals and/or methods of achieving them. International Journal of Project Management, Volume 11, Issue 2, May 1993, pp. 93-102.
  • Turner J.R. (2006a). Towards a theory of project management: The nature of the project. International Journal of Project Management, 24, pp. 1-3.
  • Turner J.R., and Müller R. (2003). On the nature of the project as a temporary organization. International Journal of Project Management, 21, pp. 1-8.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171420778

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