This document discusses cultural diversity challenges faced by the European Aeronautic Defense and Space Company (EADS) in its A380 aircraft program. EADS is a large European aerospace corporation that developed the A380, the world's largest passenger airliner. The $11 billion A380 program experienced significant delays and cost overruns, partly due to cultural differences between French, German, British, and Spanish team members. An intercultural survey found strong national stereotypes between team members that hindered collaboration. Bridging cultural gaps is important for project success in a globalized environment.
A brief introduction on various concepts of Project Cost, covering various types of Project Costs, Processes to be followed for developing project budget, project budget components, contingency and management reserves, earned value management
A brief introduction on various concepts of Project Cost, covering various types of Project Costs, Processes to be followed for developing project budget, project budget components, contingency and management reserves, earned value management
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
The concepts and processes on how to perform project resource management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan resource management, estimate activity resources, acquire team, develop team, manage team, and control resources.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
The concepts and processes on how to perform project resource management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan resource management, estimate activity resources, acquire team, develop team, manage team, and control resources.
Organizational culture and its influence on project managementRuhull
Within any organization, successful project management is contextual. What that means is that the organization itself matters:
its culture;
its structure;
and its strategy. Each play an integral part and together they create the environment in which a project will flourish or founder.
Issues that affect a project can vary widely from company to company.
Contextual issues provide the backdrop around which project activities must operate, so understanding what is beneath these issues truly contributes to understanding how to manage projects.
Keynote address for #SGZA 2015 "Unlikely Heroes"
Can Agility Change the World? Bridging the Digital Divide with Agile Training
At codeX we’re developing a breakthrough education model to address the skills shortage and the digital divide, using our experience training agile teams.
We believe in changing the future, and this is a story about what we’ve learnt about agility, diversity and making real change.
Cultural Intelligence: A Leadership Skill for the FutureCheryl Doig
This presentation is for educators who wish to explore the increasing cultural diversity of staff, students and community and how cultural intelligence can be grown.
Wearable Enhanced Embodied Learning - presented at the Digital Didactical Designs 2015 Conference 3-4 June 2015, Umeå University, Sweden #DDD2015 https://iml.edusci.umu.se/ddd2015/program/
Practical Diversity at Thinking Digital Women Meri Williams
How do we build inclusive environments that can not just tolerate but positively encourage diverse teams to do their best? We'll look at some practical things you can do to make things better.
Lori Hartmann, Director of the Center for Global Citizenship; Professor of International Studies, Centre College and Jeffrey Chen, Bonner Program, Bonner Congress Planning Committee, Centre College
This workshop will feature best practices in the area of cross-cultural interaction especially for students studying abroad. We will explain and demonstrate ways to be mindful of cultural difference in order to make the most of your abroad experience. In addition to our experiences, the workshop will feature a panel of international students from Centre College.
Dissecting culture and its application to business.docxmadlynplamondon
Dissecting
culture and its
application to
business
What we’ll cover
1. What is the nature of culture?
2. Variety and variation in culture
3. How have globalisation, migration and diversity impacted on
national culture?
4. Use these insights to critically evaluate models of national culture
5. Culture traps: problems and pitfalls to avoid
6. Dynamic models of culture
7. Groupwork exercise: apply your cultural knowledge to business
practice
1. What is culture?
Read the following descriptions of national values
for China, India, Britain
•What do these descriptions tell us about the nature of
culture?
i.e. what kinds of things do we call ‘culture’?
• How long might it take an outsider to understand these
values?
So what is the nature of culture?
“a complex frame of reference that consists of patterns of traditions,
beliefs, values, norms, symbols, and meanings that are shared to varying
degrees by interacting members of a community”
(Ting-Toomey, 1999, p.10)
traditions rituals, ceremonies, rites of passage
beliefs, values, norms underlying principles governing behaviours
symbols language (verbal, non-verbal) also images
meanings Interpretations of symbols held by members
‘shared to varying degrees’ not every single member of the culture to the same degree!
‘a frame of reference’ for making sense of the world
Culture is socially constructed; a basis for shared, collective identities
What are the key
words to highlight
in this definition?
Another definition
“the coherent, learned, shared view of a group of people about life’s
concerns that ranks what is important, furnishes attitudes about what
things are appropriate, and dictates behaviour”
(Varner & Beamer, 2011, p.5)
coherent an entire, consistent world view
learned we are not born with it; culture is transmitted
view of a group agreed, shared views of a society
What are the key
words to highlight
in this definition?
The Iceberg of Culture
In awareness Visible
Out of conscious
awareness
Invisible
Self-awareness
The Iceberg of Culture Fine arts Literature
Drama Classical music Popular music
Folk dancing Games Cooking Dress
Notions of modesty Conceptions of beauty Ideas about child raising
Rules of descent Cosmology Relationship to animals Courtship practices
Patterns of superior/subordinate relations Definitions of sin
Conceptions of justice Notions of leadership Incentive to work Tempo of work
Attitudes to the dependent Approaches to problem solving
Patterns of group decision making Eye behaviour Conceptions of cleanliness
Theories of disease Conception of status mobility
Roles in relation to status by age, sex, class, occupation, kinship etc
Definition of insanity Nature of friendship Conception of self
Patterns of visual perception Body language Facial expression
Notions of logic and validity Patterns of handling emotions ...
Refers to effective communication between people, workers and people of different cultural background
A communication between people whose cultural perceptions and symbol systems re distinct enough to alter the communication event
An academic field of study which seeks to understand how people from different countries and culture behave and communicate
The interpersonal interaction between members of different groups which differ from each other in respect of the knowledge shared by their members
Localization - It's Big in Japan 20070408Jon Ashley
Case study from a 2006 Localization project that successfully brought an internal corporate HR site from US to Japan, and the UX process followed to do so.
Similar to Project Management...Globalization And Cultural Diversity (20)
Project Management...Globalization And Cultural Diversity
1.
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.
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)
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
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
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