Chapter Fifteen Agile Project Management © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill. Because learning changes everything.® Where We Are Now © McGraw Hill ‹#› 2 Learning Objectives 15-1 Recognize the conditions in which traditional project management versus Agile Project Management should be used. 15-2 Understand the value of iterative, incremental development for creating new products. 15-3 Identify core Agile principles. 15-4 Understand the basic methodology used in Scrum. 15-5 Understand the basic methodology used by Extreme programming. 15-6 Know how to create and use a Kanban board. 15-7 Recognize the limitations of Agile Project Management. © McGraw Hill ‹#› Chapter Outline 15.1 Traditional versus Agile Methods 15.2 Agile PM 15.3 Agile PM in Action: Scrum 15.4 Extreme Programming and Kanban 15.5 Applying Agile PM to Large Projects 15.6 Limitations and Concerns 15.7 Hybrid Models © McGraw Hill ‹#› 15.1 Traditional versus Agile Methods Traditional Project Management Approach Concentrates on thorough, up front planning of the entire project. Requires a high degree of predictability to be effective. Agile Project Management (Agile PM) Relies on iterative, incremental development (IID). Is ideal for exploratory projects in which requirements need to be discovered and new technology tested. Focuses on active collaboration between the project team and customers representatives, breaking projects into small, functional pieces and adapting to changing requirements. © McGraw Hill ‹#› The Waterfall Approach to Software Development FIGURE 15.1 Access the text alternative for slide images. © McGraw Hill ‹#› A Set of 12 Guiding Principles for Agile PM Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Businesspeople and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. Continuous attention to technical excellence and good design enhances agility. Simplicity—the art of maximizing the amount of work not done—is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then turns and adjusts its behavior accordingly. © McGraw Hill ‹#› Project Uncertainty FIG ...

1. Chapter Fifteen
Agile Project Management
© 2021 McGraw Hill. All rights reserved. Authorized only for
instructor use in the classroom.
No reproduction or further distribution permitted without the
prior written consent of McGraw Hill.
Because learning changes everything.®
Where We Are Now
© McGraw Hill
‹#›
2
Learning Objectives
15-1 Recognize the conditions in which traditional project
management versus Agile Project Management should be used.
15-2 Understand the value of iterative, incremental development
for creating new products.
15-3 Identify core Agile principles.
15-4 Understand the basic methodology used in Scrum.
15-5 Understand the basic methodology used by Extreme
programming.
15-6 Know how to create and use a Kanban board.

2. 15-7 Recognize the limitations of Agile Project Management.
© McGraw Hill
‹#›
Chapter Outline
15.1 Traditional versus Agile Methods
15.2 Agile PM
15.3 Agile PM in Action: Scrum
15.4 Extreme Programming and Kanban
15.5 Applying Agile PM to Large Projects
15.6 Limitations and Concerns
15.7 Hybrid Models
© McGraw Hill
‹#›
15.1 Traditional versus Agile Methods
Traditional Project Management Approach
Concentrates on thorough, up front planning of the entire
project.
Requires a high degree of predictability to be effective.
Agile Project Management (Agile PM)
Relies on iterative, incremental development (IID).
Is ideal for exploratory projects in which requirements need to
be discovered and new technology tested.
Focuses on active collaboration between the project team and
customers representatives, breaking projects into small,
functional pieces and adapting to changing requirements.
© McGraw Hill
‹#›

3. The Waterfall Approach to Software Development
FIGURE 15.1
Access the text alternative for slide images.
© McGraw Hill
‹#›
A Set of 12 Guiding Principles for Agile PM
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
Welcome changing requirements, even late in development.
Deliver working software frequently, from a couple of weeks to
a couple of months, with a preference to the shorter timescale.
Businesspeople and developers must work together daily
throughout the project.
Build projects around motivated individuals. Give them the
environment and support they need and trust them to get the job
done.
The most efficient and effective method of conveying
information to and within a development team is face-to-face
conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development.
Continuous attention to technical excellence and good design
enhances agility.
Simplicity—the art of maximizing the amount of work not
done—is essential.
The best architectures, requirements, and designs emerge from
self-organizing teams.
At regular intervals, the team reflects on how to become more
effective, then turns and adjusts its behavior accordingly.
© McGraw Hill

4. ‹#›
Project Uncertainty
FIGURE 15.2
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© McGraw Hill
‹#›
Traditional Project Management versus Agile Project
ManagementTraditionalAgileDesign up frontContinuous
designFixed scopeFlexible
scopeDeliverablesFeatures/requirementsFreeze design as early
as possibleFreeze design as late as possibleLow uncertai ntyHigh
uncertaintyAvoid changeEmbrace changeLow customer
interactionHigh customer interactionConventional project
teamsSelf-organized project teams
TABLE 15.1
© McGraw Hill
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15.2 Agile PM
Utilizes a rolling wave planning and scheduling project
methodology.
Is continuously developed through a series of incremental
iterations over time.
Iterations are short time frames (“time boxes”).
The goal of each iteration is to develop a workable product that
satisfies one or more desired product features to demonstrate to
the customer and other key stakeholders.
At the end of each iteration, stakeholders and customers review
progress and re-evaluate priorities to ensure alignment with

5. customer needs and company goals.
Each new iteration subsumes the work of the previous iterations
and adds new capabilities to the evolving product.
© McGraw Hill
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Iterative, Incremental Product Development
FIGURE 15.3
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© McGraw Hill
‹#›
Advantages of Iterative Development Process
Continuous integration, verification, and validation of the
evolving product.
Frequent demonstration of progress to increase the likelihood
that the end product will satisfy customer needs.
Early detection of defects and problems.
© McGraw Hill
‹#›
Other Methodologies Responding to the Challenges of
Unpredictable Projects
Scrum
Extreme Programming (XP)
Agile Modeling Lean Development
RUP (Rational Unified Process)
Crystal Clear
Dynamic Systems Development Method (DSDM)

6. Rapid Product Development (RPD)
© McGraw Hill
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Agile Principles
Focus on customer value
Iterative and incremental delivery
Experimentation and adaptation
Self-organization
Servant leadership
Continuous improvement
© McGraw Hill
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15.3 Agile PM in Action: Scrum
Scrum
Is a holistic approach to developing new products, where the
whole team “tries to go the distance as a unit, passing the ball
back and forth.”
Begins with a high-level scope definition and ballpark time and
cost estimates for the project.
Use product features as deliverables.
A feature is defined as a piece of a product that delivers some
useful functionality to a customer.
The project team tackles the highest-priority feasible feature
first.
Priorities are re-evaluated after each iteration.
Iterations are called sprints and should last no longer than four
weeks.
The goal of each sprint is to produce fully functional features.
Specific features are created according to four distinct phases:
analysis, design, build, and test.

7. © McGraw Hill
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Scrum Development Process
FIGURE 15.4
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© McGraw Hill
‹#›
Key Roles and Responsibilities in the Scrum Process
Product Owner
Acts on behalf of customers/end users to represent their
interests.
Works with the development team to refine features through
stories and end users cases.
Ensures that the development team focuses their efforts on
developing a product that will fulfill the business objective of
the project.
Development Team
Is responsible for delivering the product.
Is typically made up of five to nine people with cross-functional
skill sets.
Scrum Master (Project Manager)
Facilitates the scrum process and resolves impediments at the
team and organization levels.
Acts as buffer between the team and outside interference but not
the leader of team (the team leads itself!)
Helps the product owner with planning and try to keep the team
energized.

8. © McGraw Hill
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Scrum Meetings
FIGURE 15.5
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© McGraw Hill
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Partial Product Backlog
FIGURE 15.6
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© McGraw Hill
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Partial Sprint Backlog
FIGURE 15.7
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© McGraw Hill
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Sprint Burndown Chart
FIGURE 15.8
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9. © McGraw Hill
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Release Burndown Chart after Six Sprints
FIGURE 15.9
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© McGraw Hill
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15.4 Extreme Programming and Kanban
Extreme Programming (XP)
Is a more aggressive form of Scrum that organizes people to
produce higher-quality software more efficiently.
Considers change a natural, even desirable aspect of software
development projects and should be planned for, instead of
eliminated.
Are test-driven development and paired programming.
Is founded on five values: communication, simplicity, feedback,
courage and respect.
Kanban
Is a lean management methodology that has been adapted by
Agile practitioners to help manage project work flow.
Consists of a whiteboard divided into three columns: Planned,
Work in Progress, and Done.
Is based on the idea of a pull system—signaling when the team
is ready for more work.
Helps the team visualize the work flow on the project and focus
their attention on the most critical work.
© McGraw Hill
‹#›

10. 15.5 Applying Agile PM to Large Projects
Scaling
Involves several teams working on different features at the same
time.
Needs to make sure that the different features being created
work in harmony with each other—integration.
Staging
Requires significant up-front planning to manage the
interdependences of different features that will be developed.
Involves developing protocols and defining roles for
coordinating efforts and assuring compatibility.
© McGraw Hill
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Hub Project Management Structure
FIGURE 15.10
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© McGraw Hill
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15.6 Limitations and Concerns
Agile PM is not a simple methodology. Adoption tends to
evolve over time.
Many of the Agile principles, including self-organizing teams
and intense collaboration, are incompatible with corporate
cultures.
Agile PM does not satisfy top management’s need for control.
Agile skeptics warn that evolving requirements contribute to
scope creep.
Agile PM requires active customer involvement.

11. © McGraw Hill
‹#›
15.7 Hybrid Models
Agile PM is used up front to resolve key scope questions and
define requirements. Then traditional PM is applied to complete
the project.
Incremental, experimentation is used to resolve technical issues,
allowing for a formal implementation plan.
Many companies use hybrid models on large projects that
combine waterfall and Agile methods.
Teams use Agile techniques on plan-driven projects. Teams use
shorter iterations and retrospectives to get critical customer
feedback.
Kanban methods are used by traditional teams to visualize work
and identify bottlenecks in the project schedule.
© McGraw Hill
‹#›
Key Terms
Agile Project Management
Extreme Programming
Feature
Hybrid model
Iterative, incremental development (IID)
Kanban
Product backlog
Product owner
Release burndown chart
Scaling
Scrum master
Self-organizing team
Sprint backlog

12. Sprint burndown chart
Waterfall method
© McGraw Hill
‹#›
End of Main Content
© 2021 McGraw Hill. All rights reserved. Authorized only for
instructor use in the classroom.
No reproduction or further distribution permitted without the
prior written consent of McGraw Hill.
Because learning changes everything.®
www.mheducation.com
Accessibility Content: Text Alternatives for Images
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The Waterfall Approach to Software Development - Text
Alternative
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The waterfall approach to software development is shown as a
series of downward-sloping steps, beginning with the Concept
phase then proceeding through the Requirements phase, Design
phase, Construct phase, Test phase, and Deploy phase.
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13. © McGraw Hill
‹#›
Project Uncertainty - Text Alternative
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A graph plots Technology (How) to Project scope (What). When
both Technology and the Project scope are known and stable,
the project has a fairly high degree of predictability. The more
either Technology or Project Scope become unknown, the more
unpredictable the project becomes.
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Iterative, Incremental Product Development - Text Alternative
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This diagram begins with project initiation. Then there are a
series of 5 arrows all pointing to the right, but with a second
arrow that branches off and cycles back to the beginning of that
iteration. At the end of the 5 iterations is the closeout. Below
this is a small burst, which becomes a bigger burst, which
becomes a primative wheel, which becomes an old-fashioned
wheel, which becomes a modern day tire on a rim. This is the
path from a new product to customer acceptance.
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Scrum Development Process - Text Alternative
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The four phases of the scrum development process are analysis,
design, build, and test. These phases flow from the daily scrum

14. meetings and result in a new iteration of the feature. At the end
of each sprint, the functional features are demonstrated.
Within this sprint framework of 3 to 4 weeks, scrum relies on
specific roles, meetings, and documents/logs to manage the
project.
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Scrum Meetings - Text Alternative
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Scrum Meetings
Release Planning leads to the Sprint planning meeting, which
leads to the Daily scrum meetings (these occur every 24 hours).
At the end of each sprint, a Sprint review meeting occurs, which
is followed by a Sprint retrospective meeting.
Then the process begins again with a Sprint planning meeting.
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Partial Product Backlog - Text Alternative
Return to parent-slide containing images.ABCDEFG1Phone-In
Prescription Software Project2Product
Backlog34IDProductPriorityStatusEstimate Actual
5HoursHours671Customer
Information2Complete1009082Insurance
Information1Complete16018093Drug
Information3Started80104Doctor Information5Not
Started40115Inventory Status4Started12012
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15. © McGraw Hill
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Partial Sprint Backlog - Text Alternative
Return to parent-slide containing images.ABCDEFGHI1Phone-
In Prescription Software Project2Sprint Backing34Spring
DescriptionResponsibleActualRemainingDefinedInTestedAccept
ed5HoursHoursProgress67Drug
categoriesRT160XXX[check]8GenericsCG320XXX[check]9Bra
ndedAL248XXX101112Design drug inventory
systemEL400XXX[check]13Code inventory
availabilityCE3214Code manufacture orderMC3215Integrate all
inventory systemsLE416X16
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Sprint Burndown Chart - Text Alternative
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A graph plots Sprint Timeline (days) to Remaining Effort
(days). One line, Ideal Remaining Effort, begins at data points
(0,28) and slopes down at a 45-degree angle to end at data
points (20,0). Another line, Actual Remaining Effort, begins at
data points (0,28) and slopes below the Ideal Remaining Effort
line for a time before intersecting it at data points (10,15). From
that point, the Actual Remaining Effort line is above the Ideal
Remaining Effort line, ending at data points (20,14).
The area to the left/below the Ideal Remaining Effort line
represents “Ahead of Schedule” and the area to the right/above
the line represents “Behind Schedule.”
Note: Data points are approximations.
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16. © McGraw Hill
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Release Burndown Chart after Six Sprints - Text Alternative
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A graph plots Sprint to Days of Work Remaining. Data point 8
on the horizontal axis (Sprint) is labeled “Original Completion
Date”; data point 10 is labeled “Revised Completion Date.”
A line is shown connecting the following data points: (0,100),
(1,83), (2,75), (3,65), (4,55), (5,48), (6,40), (7,35), (8,20),
(9,10), (10,0). A vertical line is shown extending from the
horizontal axis up to data point (6,40).
Note: Data points are approximate.
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Hub Project Management Structure - Text Alternative
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In the hub project management structure, there are several
feature development teams (Teams A-Z), each with team leads.
There is also a separate integration and build team, consisting
of part-time members of each feature team. To coordinate the
multi-team structure, a central project management team is
created with a project manager and product manager and leads
from the feature development teams. The project management
team provides coordination and facilitation between and among
the other teams.
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Chapter Sixteen
International Projects
© 2021 McGraw Hill. All rights reserved. Authorized only for
instructor use in the classroom.
No reproduction or further distribution permitted without the
prior written consent of McGraw Hill.
Because learning changes everything.®
Where We Are Now
© McGraw Hill
‹#›

18. 2
Learning Objectives
16-1 Describe environmental factors that affect project
management in different countries.
16-2 Identify factors that typically are considered in selecting a
foreign location for a project.
16-3 Understand cross-cultural issues that impact working on
international projects.
16-4 Describe culture shock and strategies for coping with it.
16-5 Understand how organizations select and prepare people to
work on international projects.
© McGraw Hill
‹#›
Chapter Outline
16.1 Environmental Factors
16.2 Project Site Selection
16.3 Cross-Cultural Considerations: A Closer Look
16.4 Selection and Training for International Projects
© McGraw Hill
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Four Major Issues of Managing International Projects
Major environmental factors impacting project selection and
implementation
Global expansion considerations
Challenges of working in a strange and foreign culture
Selection and training professionals for international projects

19. © McGraw Hill
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Pros and Cons of International Assignments
Positives
Increased income
Increased responsibilities
Career opportunities
Foreign travel
New lifetime friends
Negatives
Absence from home, friends, and family
Personal risks
Missed career opportunities
Difficulties with foreign language, culture, and laws
Adverse conditions
© McGraw Hill
‹#›
16.1 Environmental Factors
FIGURE 16.1
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© McGraw Hill
‹#›
Environmental Factors 1
Legal/Political
Political stability
Federal, state, and local bureaucracies
Government interference or support

20. National and local laws and regulations
Government corruption
Security
International terrorism
Local crime and kidnapping
National and local security
Risk management
© McGraw Hill
‹#›
Environmental Factors 2
Geography
Climate and seasonal differences
Natural geographical obstacles
Economics
Gross domestic product (GDP)
Protectionist strategies and policies
Balance of payments
Local labor force: skills, educational levels and supply
Currency convertibility and exchange rates
Inflation rates
© McGraw Hill
‹#›
Environmental Factors 3
Infrastructure
Telecommunication networks
Transportation systems
Power distribution grids
Local technologies
Educational systems
Culture

21. Customs
Values and philosophies
Social standards
Language
Religion
Multicultural environments
© McGraw Hill
‹#›
16.2 Project Site Selection
FIGURE 16.2
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© McGraw Hill
‹#›
16.3 Evaluation Matrix Breakdown for Infrastructure
FIGURE 16.3
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© McGraw Hill
‹#›
16.3 Cross-Cultural Considerations: A Closer Look
Culture
Is a concept created for descriptive purposes and depends on the
group that is the focus of attention.
Is defined as a system of shared norms, beliefs, values and
customs that bind people together, creating shared meaning and
a unique identity.

22. Refers to certain regions, to specific nations, or to certain
ethnic or religious groups.
© McGraw Hill
‹#›
Cross-Cultural Considerations 2
Ethnocentric Perspective
Is a tendency to believe that one’s cultural values and ways of
doing things are superior to all others.
Wanting to conduct business only on your terms and
stereotyping other countries as lazy, corrupt, or inefficient.
Underestimating the importance that relationship building plays
in conducting business in other countries.
Adjustments for Americans
Relativity of time and punctuality
Culture-related ethical dilemmas
Personal and professional relationships
Attitudes toward work and life
© McGraw Hill
‹#›
Cross-Cultural Orientations
Cultural Issues
Relation to nature. This issue reflects how people relate to the
natural world around them and to the supernatural.
Time orientation. The culture focus on the past, present, or
future.
Activity orientation. This issue refers to a desirable focus of
behavior.
Basic nature of people. A culture views people as good, evil, or
some mix of these two.
Relationships among people. This issue concerns the

23. responsibility one has for others.
© McGraw Hill
‹#›
Kluckhohn-Strodtbeck’s Cross-Cultural Framework
Note: The line indicates where the United States tends to fall
along these issues.
FIGURE 16.4
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© McGraw Hill
‹#›
The Hofstede Framework
Different dimensions for examining cultures
Individualism versus collectivism—identifies whether a culture
holds individuals or the group responsible for each member’s
welfare.
Power distance—describes the degree to which a culture accepts
status and power differences among its members.
Uncertainty avoidance—identifies a culture’s willingness to
accept uncertainty and ambiguity about the future.
Masculinity-femininity—describes the degree to which the
culture emphasizes competitive and achievement-oriented
behavior or displays concerns for relationships.
© McGraw Hill
‹#›
Sample Country Clusters on Hofstede’s Dimensions of
Individualism-Collectivism and Power

24. DistanceCollectivismColombia, Peru, Thailand, Singapore,
Mexico, Turkey, IndonesiaIndividualismIsrael, Finland,
Germany, Ireland, New Zealand,
Canada, Great Britain,
United StatesSpain, South Africa,
France, Italy,
BelgiumLow power distanceHigh power distance
FIGURE 16.5
© McGraw Hill
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Working in Mexico 1
Personal relationships dominate all aspects of Mexican
business.
Mexicans are obligated to give preference to relatives and
friends when hiring, contracting, procuring, and sharing
business opportunities.
Mexicans tend to perceive Americans as being “cold.” One
thing Americans can do to prevent being seen as a typical
Gringo is to take the time and effort in the beginning of a
working relationship to really get to know Mexican
counterparts.
Mexicans have a different concept of time than Americans do.
Mexicans prefer open-ended schedules.
Mexicans do not share Americans’ confidence that they control
their own destiny.
© McGraw Hill
‹#›
Working in Mexico 2
Guidelines for working with Mexicans on projects
Mexicans can be very passionate and emotional when arguing.

25. Mexicans tend to see meetings as the place where persons with
authority ratify what has been decided during informal private
discussions.
While Mexicans can be emotional, they tend to shy away from
any sort of direct confrontation or criticism.
Speech in Mexico is often indirect.
Titles are extremely important in Mexico and are always used
when a person is introducing himself, or being introduced.
© McGraw Hill
‹#›
Working in France 1
In France, one’s social class is very important. Social
interactions are constrained by class standing. A successful
French person might, at least, climb one or two rungs up the
social ladder.
The French tend to admire or be fascinated with people who
disagree with them.
The French often determine a person’s trustworthiness based on
their first-hand, personal evaluation of the individual’s
character.
The French are often accused of lacking an intense work ethic.
The French enjoy a reputation for productive work, a result of
the French tradition of craftsmanship.
Most French organizations tend to be highly centralized with
rigid structures.
While the French admire American industriousness, they believe
that quality of life is what really matters.
© McGraw Hill
‹#›
Working in France 2

26. Cautions to remember with the French
The French value punctuality.
Great importance is placed on neatness and taste.
The French can be very difficult to negotiate with. Often, they
ignore facts, no matter how convincing they may be.
French managers tend to see their work as an intellectual
exercise.
The French generally consider managers to be experts.
© McGraw Hill
‹#›
Working in Saudi Arabia 1
In Saudi Arabia, a favorite expression is “Bukra insha Allah”
which means “Tomorrow if God wills,” an expression that
reflects the Saudis’ approach to time.
An associated cultural belief is that destiny depends more on
the will of a supreme being than on the behavior of individuals.
Saudis often react on the basis of emotion, not logic.
Saudis use elaborate and ritualized forms of greeting and leave-
taking.
Initial meetings are typically used to get to know the other
party. Business-related discussions may not occur until the third
or fourth meeting.
Saudis attach a great deal of importance to status and rank.
© McGraw Hill
‹#›
Working in Saudi Arabia 2
Guidelines for working in an Arab culture:
It is important never to display feelings of superiority because
this makes the other party feel inferior.
A lot of what gets done is a result of going through

27. administrative channels in the country.
Connections are extremely important in conducting business.
Patience is critical to the success of business negotiations.
Important decisions are usually made in person, not by
correspondence or telephone.
© McGraw Hill
‹#›
Working in China 1
In China, face is more than simply reputation. Loss of face
brings shame not only to individuals but also to family
members.
In China, “whom you know is more important than what you
know.” The term guanxi refers to personal connections with
appropriate authorities or individuals. Many believe that the
quickest way to build guanxi relationships is through tendering
favors. Another common method for outsiders to acquire guanxi
is by hiring local intermediaries, who use their connectio ns to
create contacts with Chinese officials and businesspeople.
Chinese are a collective society in which people pride
themselves on being a member of a group.
Chinese people do not appreciate boisterous behavior, and when
speaking to each other they maintain a greater physical distance
than is typical in America.
© McGraw Hill
‹#›
Working in China 2
Cautions with the Chinese:
Once the Chinese decide who and what is best, they tend to
stick to their decisions.
Reciprocity is important in negotiations.

28. The Chinese tend to be less animated than Americans.
The Chinese place less value on the significance of time and
often get Americans to concede concessions by stalling.
In Confucian societies those in position of power and authority
are obligated to assist the disadvantaged.
© McGraw Hill
‹#›
Working in the United States 1
Immigration has made the United States a melting pot of diverse
culture.
Mainstream Americans are motivated by achievement and
accomplishment.
Americans tend to idolize the self-made person who rises from
poverty and adversity to become rich and successful.
Although Americans like to set precise objectives, they view
planning as a means and not an end.
Americans fought a revolution and subsequent wars to preserve
their concept of democracy, so they resent too much control or
interferences, especially by governments.
“Getting things done,” is an American characteristic.
Americans in play or business generally are quite competitive,
reflecting their desire to achieve and succeed.
© McGraw Hill
‹#›
Working in the United States 2
Guidelines and cautions for working with Americans on
projects:
More than half of the U.S. women work outside the home;
females have considerable opportunity for personal and
professional growth, guaranteed by law.

29. In the United States, gifts are rarely brought by visitors in a
business situation.
Americans tend to be quite friendly and open when first meeting
someone.
Americans tend to be informal in greeting and dress.
American decision making is results oriented.
© McGraw Hill
‹#›
Summary Comments about Working in Different Cultures
Common practice to rely on local intermediaries to bridge the
gap between cultures. These intermediaries
Act as translators.
Use their social connections to expedite transactions and protect
the project against undue interference.
Serve as cultural guides, helping outsiders understand and
interpret the foreign culture.
Culture shock
Is a natural psychological disorientation that most people suffer
when they move into a culture different from their own.
Results from a breakdown in your selective perception and
effective interpretation systems.
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Culture Shock Cycle
FIGURE 16.6
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30. ‹#›
Coping with Culture Shock
Engage in regular physical exercise programs
Practice meditation and relaxation exercises
Keep a journal
Create “stability zones”
Modify expectations and behavior
Redefine priorities and develop more realistic expectations
Focus on the most important tasks and relish small
accomplishments
Use project work as a bridge until adjusted to the new
environment
Help spouses and families manage the transition
© McGraw Hill
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16.4 Selection and Training for International Projects
Selection Factors
Work experience with cultures other than one’s own
Previous overseas travel
Good physical and emotional health
Knowledge of a host nation’s language
Recent immigration background or heritage
Ability to adapt and function in the new culture
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Areas for Training
Religious
Dress codes
Education systems

31. Holidays—national and religious
Daily eating patterns
Family life
Business protocols
Social etiquette
Equal opportunity
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Learning Approaches to Cultural Fluency
The “information-giving” approach—the learning of information
or skills from a lecture-type orientation.
The “affective” approach—the learning of information/skills
that raise the affective responses on the part of the trainee and
result in cultural insights.
The “experiential” approach—a variant of the affective
approach technique that provides the trainee with realistic
simulations or scenarios.
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Relationship between Length and Rigor of Training and Cultural
Fluency Required
FIGURE 16.7
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‹#›
Key Terms

32. Culture
Culture shock
Infrastructure
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‹#›
End of Main Content
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16.1 Environmental Factors - Text Alternative
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The factors are shown around the image of a globe all pointing
in at the globe. The factors are: economic, legal/political,
security, infrastructure, culture, and geography.
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33. ‹#›
16.2 Project Site Selection - Text Alternative
Return to parent-slide containing images.Political
stabilityWorker skill, supplyCulture
compatibilityInfrastructureGovernment supportProduct-to-
market advantageSingapore544443India343333Ireland545555
Score legend:
5 = excellent
3 = acceptable
1 = poor
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16.3 Evaluation Matrix Breakdown for Infrastructure - Text
Alternative
Return to parent-slide containing
images.TransportationEducated
workforceUtilitiesTelecommunicationsVendor
suppliersSingapore54554India34442Ireland54555
Score legend:
5 = excellent
3 = acceptable
1 = poor
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© McGraw Hill
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Kluckhohn-Strodtbeck’s Cross-Cultural Framework - Text
Alternative
Return to parent-slide containing images.Cultural

34. issueVariationRelationship to
natureDominationHarmonySubjugationTime
orientationPastPresentFutureActivity
orientationBeingDoingControllingNature of
peopleGoodEvilMixedRelations hips among
peopleIndividualistGroupHierarchical
Data points in the table cells indicate where the United States
tends to fall along these issues: High in Domination, High in
Present, High in Doing, Low in Mixed, and High in
Individualist. A line is shown connecting the data points.
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Culture Shock Cycle - Text Alternative
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A graph plots months in foreign culture to mood to illustrate the
four stages of the culture shock cycle. At the beginning of an
assignment to a foreign culture, mood is very high; this is the
Honeymoon stage. As time passes, mood lowers and one enters
the Irritability and hostility stage. As one’s mood bottoms out
and begins to rise a bit, and as more time passes, one enters the
General adjustment stage. Finally, mood rises and levels out at
a moderate range; this is the Adaptation stage.
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Relationship between Length and Rigor of Training and Cultural
Fluency Required - Text Alternative
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If a high degree of cultural fluency is required, the experiential

35. cross-cultural training approach is suggested. This involves an
assessment center, field experiences, simulations, and extensive
language training. Length of training is 1-2 months or more, the
level of training rigor is high, and the length of stay is 1-3
years.
If a moderate degree of cultural fluency is required, the
affective cross-cultural training approach is suggested. This
involves culture assimilator training, role-playing, cases,
culture shock: stress reduction training, and moderate language
training. Length of training is 1-4 weeks, the level of training
rigor is moderate, and the length of stay is 2-12 months.
If a low degree of cultural fluency is required, the information-
giving cross-cultural training approach is suggested. This
involves area briefings, cultural briefings, films/books, use of
interpreters, and “survival-level” language training. Length of
training is less than a week, the level of training rigor is low,
and the length of stay is 1 month or less.
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