Interkulturelles Management

WBS - Work Breakdown Structure, which helps to break down a large project into smaller, more manageable components or tasks

-> No task should be overlooked, no matter how small it should be listed.

The RACI-Matrix is a project management tool used to clearly define the roles and responsibilities of various stakeholders in completing tasks or deliverables within a project. It helps avoid confusion by clarifying who is responsible for what at each stage of the project.

R – Responsible: The person(s) who actually perform the task. They are responsible for doing the work and completing the task or deliverable.

A – Acountable: The person who is ultimately answerable for the task's completion and has decision-making authority. There should only be one accountable person for each task to avoid confusion.

C - Consulted: – Individuals or groups whose input is sought before making decisions or completing the task. They provide advice, insights, or expertise but are not responsible for doing the work.

I - Informed – People who need to be kept informed about the progress or completion of the task. They are not directly involved in the work but need to be aware of the outcomes.

How to use RACI:

1. **Identify the Tasks/Deliverables**: List the key tasks or deliverables of the project.

2. **List Stakeholders**: Identify all individuals or groups involved in the project (team members, managers, clients, etc.).

3. **Assign Roles**: For each task, assign one or more stakeholders as Responsible (R), Accountable (A), Consulted (C), or Informed (I).

4. **Ensure Clarity**: Make sure that each task has only one Accountable person, and that the roles of all participants are clearly defined to avoid confusion or overlap.

Communication with the client and senior management

• Locating opportunities for technological advances Reduction of indirect costs and direct costs

• Improving the project-management process

• Identification of risks in the organization's use of projects

• Utilization of the skills resulting from project members' work on projects

• Employment of general management experience gained by project managers

• Improving the organization's use of projects

• Increasing the speed of obtaining results in projects

Aquiring resources

Fighting fires and obstacles

Leadership and making trade-offs

Fighting fires and obstacles

Negotiation, conflict resolution, and persuasion

-> Project managers have to be aware of cultural differences between countries

-> Common practices in one country might be illegal in another

-> Discovering another culture’s ethical standards is difficult

Project managers have to be trained to the highest ethical standards.

LONG-TERM CULTURES:

Position of ranking based on status

Adaption of traditions to modern conditions

Respect of social and status obligation within limits

High saving rates and high investment activity

SHORT-TERM CULTURES:

Avoiding loss of face and respect of social and status obligation

Low saving rates and low investment activity

Expectations of quick profit

Respect for traditions

Time

Cost

Scope

1) Efficiency in meeting the project targets

Time

Cost

Scope

2) The Customers Impact/satisfaction

3) Business sucess/ direct sucess

4)Future Potential

The evaluation appraises the progress and performance of the project

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In management, the evaluation of a project refers to the systematic assessment of its progress, performance, and outcomes. The goal is to determine whether the project objectives have been met, identify lessons learned, and inform future decision-making. Key components of a project evaluation in management typically include:

1. **Performance Metrics**: Measuring key performance indicators (KPIs) such as time, cost, quality, and scope to assess how well the project performed against its original plan.

2. **Outcome Assessment**: Evaluating whether the project's deliverables met the intended objectives and the extent to which they have benefited the stakeholders.

3. **Cost-Benefit Analysis**: Comparing the project's total costs to the benefits it has generated to determine its financial viability.

4. **Risk Management**: Reviewing how effectively risks were identified, mitigated, and managed throughout the project lifecycle.

5. **Stakeholder Satisfaction**: Collecting feedback from stakeholders to assess their satisfaction with the project's outcome and processes.

6. **Lessons Learned**: Identifying successes and areas for improvement that can be applied to future projects.

7. **Impact Assessment**: Assessing the long-term effects or changes the project has brought about in the organization or the community.

These evaluations can be conducted at different stages, such as at the end of a project (final evaluation) or during key milestones (mid-term evaluation).

1) The projects scope is understood.

2) Various functional managers understand their responsibilities and have committed to develop an initial task and resource plan.

3) Any potential benefits to the organisation outside the scope are noted.

1) Seperate people from the conflict.

2) Focus on interest, not on positions.

3) Invent options for mutual gains.

4) Insist on using objective criteria.

Credibility:

1. Technical credibility

2. Administrative credibility

Sensitivity to political issues and interpersonal conflict:

Leadership, style and ethics

Only project manager has the view of the entire project to provide the necessary leadership

• Most effective overall style is participative

• Another aspect of leadership is a strong sense of ethics

Ability to handle stress

Time required to complete a project

Availability and cost of key resources

Timing of solutions of technological problems

Macroeconomic variables

The whims of clients

Actions taken by competitors

~ Risk management

S - pecific

M - easurable

A - ttainable

R - ealistic

T - ime-bounded

1) Individualism or collectivism

2) Power distance

3) Uncertainty avoidance or tolerance or ambiguity

4) Masculinity vs femininity

5) Long-term vs short-term orientation

6) Indulgence versus restraint

All projects are always carried out under conditions of uncertainty

• Projects are all about uncertainty

• Effective project management requires an ability to deal with uncertainty

• Projects are complex and include interfaces, interdependencies, and assumptions, which may turn out to be wrong

• People add to the uncertainty

• Can uncertainty be eliminated? → No, uncertainty cannot be eliminated → However, if managed properly, it can be minimized

Senior Management

Client

Project Team

Senior Management

• Must keep senior management up to date on the state of the project

• Particularly important to keep management informed of any problems

• Never let the boss be surprised

at

Clients

Clients often want changes to the project - cost, schedule, scope change

• Cost of changes often exceed client's

expectations

• Project manager must be certain the client Facilitate the work of the team Help the team succeed

• Serve as advisor, counselor, confessor, and interested friend

understands the impact of the changes on the project's goals of delivery time, cost, and scope