Project Management in a Globalized and Culturally Diverse Environment

2. Jorge
L.
Vargas,
PMP
Project
Management…
Globaliza4on
and
Cultural
Diversity

3. Introduc4on
•
Background
– Globaliza:on
is
a
phenomenon
involving
the
integra:on
of
economies,
cultures,
governmental
policies,
and
poli:cal
movements
around
he
world.
– Culture
is
that
complex
whole
which
includes
knowledge,
belief,
art,
morals,
law,
custom,
etc.
(Edward
BurneF
Tylor,
Primi%ve
Culture
1871)
• Purpose
– Create
awareness
on
why
Globaliza:on
and
Cultural
Diversity
issues
are
important
for
Project
Managers.
• Expecta:ons
– Ini:ate
the
learning
process
on
how
to
improve
our
cultural
intelligence,
as
it
applies
to
Project
Management.
– Present
some
of
the
ac:ons,
tools,
and
techniques
that
will
help
develop
cultural
intelligence
in
a
globalized
environment.

4. Outline

5. EADS
A380
Program
Overview
• Who’s
EADS
(European
Aeronau:c
Defense
and
Space
Company)
– Is
a
large
European
aerospace
corpora:on
that
develops
and
markets
civil
and
military
aircraU
as
well
as
communica:on
systems,
missiles,
space
rockets,
satellites
and
related
systems.
• What’s
the
A380
– The
largest
passenger
airliner
in
the
world
providing
sea:ng
from
525
to
853
people
(depending
on
configura:on)
and
a
range
of
8,200
nau:cal
miles.
• Key
Aspects
– Direct
compe::on
to
Boeing’s
747
– Highly
sophis:cated
avionics
(Glass
Cockpit)
– Use
of
advanced
composites
(Carbon,
Glass
and
Quartz
Fiber)

6. EADS
A380
Program
(con4nued)
EADS’s
A380

7. EADS
A380
Program
(con4nued)
• Challenges
– 11B
Euro
project
delayed
2
years
– 2B
Euros
in
cost
over
runs
– Issues
with
wiring,
wing’s
strength,
change
control,
etc.
– But
the
most
cri:cal
issue
was…intercultural
– Customers…unhappy
with
delays
– Aerospace
market…wai:ng
• EADS
was
looking
for
delay’s
root
cause
– Performed
an
intercultural
survey
(Ar:cle
by
Ian
Stokes,
2006
Olsen
Conseil,
Two
Billion
Euros
of
Hurt)

8. EADS
A380
Program
(con4nued)
Intercultural
Survey
Findings
• French
– Respeceul
of
hierarchy
– Preference
for
a
centralized
execu:ve
– Less
formal
in
their
communica:on
and
decision
making
• Germans
– Extremely
precise
and
organized
– Respeceul
of
hierarchy
– Prefer
collec%ve
decision
making

9. EADS
A380
Program
(con4nued)
Intercultural
Survey
Findings
(con4nued)
• Bri:sh
– Totally
focused
on
financial
priori:es
– Indirect,
informal,
imprecise,
unclear
– Pragma:c,
wanted
prac:cal
solu:ons
• Spanish
– Strongly
patrio:c
and
proud
– Considerate,
relaxed,
open,
crea:ve,
coopera:ve
– Tendency
to
be
vague
and
unreliable

10. EADS
A380
Program
(con4nued)
Intercultural
Survey
Findings
-­‐
Conclusion
• Percep:ons
between
team
members
highly
stereotyped
– French:
Wanted
a
strong
man
at
the
top
– Germans:
Wanted
more
consensus
– Bri:sh:
Lament
the
absence
of
an
economic
solu:on
– Spanish:
Felt
somehow
inferior
or
not
considered
as
equals

11. EADS
A380
Program
(con4nued)
Intercultural
Survey
Findings
-­‐
Major
Issues
• Geographical
– Domes:c
vs.
Interna:onal
• Ethnocentric
– Our
way
vs.
Their
way
• Work
styles
– Organized
vs.
Disorganized
• Language
– Verbal
and
Physical

12. Bridging
The
Gap
How
do
we
bridge
the
Intercultural
gap?
Let’s
see…

13. Culture
–
Introduc4on
• What
is
culture?
– A
collec:ve
programming
of
the
mind
which
dis:nguishes
the
members
of
one
category
of
people
from
another
(Geert
Hofstede).
– Lens
through
which
we
look
at
the
world
(Tom
Verghese).
• Culture
is
learned
not
inherited
• Culture
influences:
– How
to
dress
– How,
what,
and
when
to
eat
– How
to
show
feelings
– Marriage
customs
– Religious
ceremonies
– Leisure
:me
• We
oUen
fail
to
understand
our
own
culture

14. Culture
–
Human
Mental
Programming
Model
Specific to Inherited and
individuals Personality
learned
Specific to group Learned
or category Culture
Universal Human
Nature
Inherited
(Hofstede 2005)

15. Culture
–
The
Three
Culture
Model
Personal
Culture
Na:onal
Corporate
Culture
Culture
Our
Unique
Culture
(Adapted from Gardenswartz, Row, Dight & Bennett, 2003)

16. Culture
–
Components
of
Cultural
Intelligence
(CQ)
Behavioral
Skills
CQ
Knowledge
Mindfulness
(Thomas & Inkson, 2004)

17. Culture
–
Characteris4cs
of
Cultural
Intelligence
• Understanding
of
self
• Understanding
of
others
• Openness
• Humbleness
• Curiosity
• Hardiness
• Genuineness

18. Culture
–
Examples
of
Cultural
Behaviors
• Stereotyping
– Categoriza:on
that
organizes
our
experience
and
guides
our
behavior
towards
groups
(“Are
they
deaf?,
They
don’t
understand!”).
• Ethnocentrism
– Belief
in
the
inherent
superiority
of
one’s
group
and
culture
(blocks
the
exchange
of
ideas
and
skills
among
people,
it
is
polarized
against
others).
• Parochialism
– Viewing
the
world
solely
through
one’s
own
eyes
and
perspec:ve
(“I’m
always
right”).
• Ethno-­‐rela:ve
– Understanding
and
seeing
our
culture
as
equal
among
other
cultures
(strive
to
accept,
adapt,
and
integrate).
• Reality
– We
unconsciously
stereotype
other’s
– Others
stereotype
us

19. Culture
–
Intellectual
Sensi4vity
Ethno-centric Ethno-relative
Denial
Defense
Minimiza:on
Acceptance
Adapta:on
Integra:on

20. Tools
and
Techniques
–
Managing
Cultural
Diversity
Cultural
Dominance
“My Culture’s Way”
Cultural
Compromise
Cultural Cultural
Avoidance Accommodation
“Their Culture’s Way”

21. Tools
and
Techniques
–
Do’s
&
Don’ts
Do
Do
Not
Analyze
the
iden4ty
and
background
of
the
Shout
as
your
associates
were
deaf,
or
speak
person
whom
you
will
be
working.
too
fast.
Be
prepared
with
informa4on
about
your
Use
slang
or
terms
borrowed
from
sports
or
country…
facts
and
informa4on
about
you.
other
cultural
context,
e.g.
“catch-­‐22”
Speak
so
slow
that
you
are
insul:ng;
use
Respect
your
associates’
effort
and
willingness
idioma:c
phrases,
acronyms,
or
complicated
to
communicate
in
your
language.
sentences.
Judge
or
analyze
others
from
your
own
Be
open
minded
and
flexible.
cultural
perspec4ve.
Listen
ac:vely
and
test
for
understanding,
and
Become
short-­‐tempered
or
impa4ent
if
encourage
your
cross-­‐cultural
friends
to
do
the
someone
wishes
to
build
a
rela4onship
with
same.
you
before
they
get
down
to
business.
Underes:mate
the
importance
of
non-­‐verbal
No:ce
non-­‐verbal
communica:on
–
watch
communica:on
–
how
you
hold
yourself,
move,
people’s
eyes,
face
and
gesture
to
pickup
non-­‐
dress,
use
your
hands,
look
at
people;
your
verbal
clues.
inflec:on
and
facial
expressions
are
important.
(The Invisible Elephant, Tom Verghese 2007)

22. Tools
and
Techniques
–
Do’s
&
Don’ts
Do
Do
Not
Respect
other
team
members
prac4ces
related
Consider
your
loca4on’s
religion
and/or
to
religious
and/or
poli4cal
affilia4ons
and
poli4cs
and
it’s
prac4ces
as
the
only
ones.
accommodate
them
in
accomplishing
the
project
schedule.
This
may
include:
prayer
4mes,
observance
of
holydays,
dietary
restric4ons,
dress
code,
etc.
Learn
and
be
sensible
to
Ethnic
issues
that
Despise
Ethnic
sensi:vity
or
consider
it
not
maybe
present
among
team
members.
important.
Foster
diversity
in
your
team’s
composi4on.
AFribute
team’s
performance
to
Ethnic
differences.
Respect
and
manage
behavioral
diversity.
Manage
behavioral
diversity
as
a
nuisance.
Understand
that
work
pace
varies
among
Take
disagreement
or
work
style
differences
as
team
members.
a
personal
acack.
Learn
and
adapt
to
diverse
communica4on
Let
your
emo4ons
hamper
communica4ons.
styles.

23. Tools
and
Techniques
(con4nued)
Language,
Protocols,
Knowledge
• Learn
to
speak
a
relevant
foreign
language
– Fluency
is
not
required
– Learn
the
six
basics
• Yes,
No,
Please,
Thank
you,
Hello,
Good-­‐bye
(English)
• Ja,
Nein,
BiFe,
Danke,
Hallo,
Auf
Wiedersehen
(German)
• Oui,
Non,
s'il
vous
plaît,
Bonjour,
Au
Revoir
(French)
• Pay
aFen:on
to
formali:es
and
protocols
(Handshakes,
etc.)
• Be
a
sympathe:c
na:ve
listener
(Listen
around
the
words)
• Target
country
knowledge
– History
Overview
/
Economic
System
/
Social
Structure
and
Ethnicity
• Integra:on
Ac:vi:es
– Workshops,
games,
training,
etc.

24. Learning's
• EADS
A380
– Learned,
adapted
and
conquered
– A380
is
a
marvel
of
modern
aerospace
engineering
• Cultural
Intelligence
– Iden:fy
your
areas
of
opportunity
and
develop
them
into
strength's
– Cultural
intelligence
is
a
soU
skill,
nurture
and
develop
it
• Mindset
– Eager
to
learn
about
cultures,
our
own
and
others
– Understand
that
there
is
beauty
in
diversity
– Globaliza:on
and
cultural
diversity
are
here
to
stay
– We
have
to
learn
to
adapt…
and
benefit
from
it
– It
requires
ac:ve
involvement

25. PM
BOK
4th
Edi4on
• Chapter
1
-­‐
Role
of
a
Project
Manager
• Chapter
2
-­‐
Project
Life
Cycle
and
Organiza:on
– 2.3
Stakeholders
– 2.4.1
Organiza:ons
Cultures
and
Styles
• Chapter
6
-­‐
Project
Time
Management
– 6.4.2
Es:mate
Ac:vity
Dura:ons:
Tools
and
Techniques
• Chapter
9
-­‐
Project
Human
Resource
Management
– 9.1.1.2:
Enterprise
Environmental
Factors
– 9.3.2:
Develop
Project
Team:
Tools
and
Techniques
• Interpersonal
Skills
– Empathy,
influence,
crea:vity,
group
facilita:on

26. PM
BOK
4th
Edi4on
(con4nued)
• Chapter
9
(con:nued)
– 9.3.2
Develop
Project
Team:
Tools
and
Techniques
• Team-­‐Building
Ac:vi:es
– Improve
interpersonal
rela:onships
• Ground
Rules
– Clear
guidelines
• Co-­‐loca:on
– Most
ac:ve
project
members
in
the
same
physical
loca:on
(If
possible)
• Recogni:on
and
Rewards
– Recognize
and
reward
desirable
behavior
• Chapter
10
–
Project
Communica:ons
Management
– 10.2.2.3:
Communica:ons
Models
• Appendix
G.7
–
Poli:cal
and
Cultural
Awareness

27. References
• PMBOK
Guide,
A
Guide
To
The
Project
Management
Body
Of
Knowledge
4th
Edi:on,
2008
Project
Management
Ins:tute,
ISBN
978-­‐1-­‐933890-­‐51-­‐7
• The
Invisible
Elephant
–
Exploring
Cultural
Awareness
2nd
Edi:on,
2007,
Tom
Verghese
ISBN
0-­‐9775967-­‐0-­‐2
• Gestures
–
The
DO’s
and
TABOOs
of
Body
Language
Around
The
World
Revised
and
Expanded
Edi:on
1998,
Roger
E.
Axtell
ISBN
0-­‐471-­‐18342-­‐3
• Mul4cultural
Manners
–
Essen4al
Rules
of
E4quece
for
the
21st
Century
Revised
and
Expanded
Edi:on,
2005,
Norine
Dresser
ISBN
13-­‐978-­‐0-­‐471-­‐68428-­‐2
• Cultural
Intelligence
–
A
Guide
to
Working
with
People
from
Other
Cultures
2004,
Brooks
Peterson,
ISBN
13-­‐978-­‐1-­‐931930-­‐00-­‐0
• Cultural
Intelligence
–
People
Skills
for
Global
Business
Copyright
©
2003
David
C.
Thomas
and
Kerr
Inkson
• Two
Billion
Euros
of
Hurt,
Olsen
Conseil
Ar:cle
by
Ian
Stokes
December
28,
2006

28. Ques4ons
&
Answers

29. Acknowledgement's
• Enid
T.
Vargas,
PMP
• Ing.
José
A.
Rodríguez,
PMP
• Juan
P.
Gu:errez,
Director,
Opera:onal
Excellence,
BMS
Manay,
PR
• Debbie
A.
Bouwens,
Process
Systems
Manager,
BMS
Syracuse,
NY
• Jessica
González,
PMP,
Business
Essen:als,
Inc.
• Customers
&
Associates

30. Quote…
• "It
is
not
the
strongest
of
the
species
that
survive,
nor
the
most
intelligent,
but
the
one
most
responsive
to
change.”
Charles
Darwin

31. For
Further
Informa4on
Jorge
L.
Vargas,
PMP
Tel.
(787)
644-­‐5300
Email:
jlvargas@venstek.com
hFp://www.linkedin.com/in/jorgelvargas