Changing in Projects Management Methods, Article Critique Example

Globalization Effects on Project Management

One of the most significant issues of globalization relates to cultural issues among countries, particularly as it relates to business processes such as project management across global boundaries. In today’s world, many companies and major corporations have expanded business practices into foreign countries and have become global businesses. Additionally, operating in a global business market requires interaction and integration with different cultures and norms of the global society. There are, to some degree, issues related to cultural issues in business, particularly relating to communicating (language barriers) and managing processes while dealing with cultural differences. These differences relate to cultural behaviors and ways of doing business, such as managing projects. It is important for companies to understand that globalization necessitates the transfer of organizational knowledge across national borders, and this must be done effectively and efficiently. Project managers are expected to organize and effectively deliver globalized projects, based on corporate strategies. This facilitates the need for efficient technology systems and business processes, which is key to the success of globalization.

This is an analysis in this regard in the form of a thesis critique.

The purpose of this critique is to assess how globalization affects project management methods by analyzing an existing doctoral thesis based on the subject of the effects of globalization on project management. The title of the thesis used for this critique is Project Management in Cross-Border Teams: How Do United States and India-Based Managers Cope with Cultural Influences on Project Management? This is the basis of this critique, which will analyze changes in project management methods during the globalization process. The critique consists of an analysis of the following study criteria in the thesis and serves as a guide to understanding the impact of globalization on project management: (1) purpose and objective, (2) theoretical framework, (3) previous research, (4) research approach, (5) methodology, and (6) analysis and research findings.

This analysis includes an in-depth assessment of issues surrounding globalization and managers’ coping strategies related to these issues, while working with project management processes. However, before making an assessment about the effects of globalization on project management, it is first important to understand the meanings of these two terms. Globalization relates to how today’s world integrates, as opposed to the past when there was limited communication and technology innovation. Yesterday’s world seemed a lot bigger prior to the rise of innovative technologies and communications. People in the world were separated and attempts to communicate with one another were a cumbersome and slow process, due to a lack of advanced communication technologies. People on opposite sides of the globe communicated via telephone or snail mail. This was particularly significant to the business world. Now, the saying, “It’s a small world” has a more literal meaning today than it did in the past, due to globalization and the technology age.

Today’s world is more technologically advanced and innovation and progressive movement enables global interaction among people around the world. According to Merriam-Webster, globalization is defined as “the development of an increasingly integrated global economy marked especially by free trade, free flow of capital, and the tapping of cheaper foreign labor markets” (Globalization). Globalization deals with process interactions and integration among people, businesses and governments of different countries. Additionally, globalization is a process driven by international trade and investments and is facilitated by advanced information technological resources. Globalization is an effect of cultural, environmental and political influences, and impacts economic development and global societal welfare (Levin).

Project management, as defined by the Project Management Institute, is “the application of knowledge, skills and techniques to execute projects effectively and efficiently. It’s a strategic competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their markets” (PMI). Therefore, project management relates to how businesses organize by initiating processes through planning, executing, monitoring and controlling. This is important for an organization to accomplish goals. In addition, project management makes the organization more efficient and better able to deliver quality products and services to its customers or clients. Other project management advantages include improving team approaches, increasing business growth and expansion, and increasing risk assessment capability.

Now, with a better understanding of the meanings and purposes of globalization and project management, it will be easier to understand how globalization affects project management, as demonstrated in this thesis analysis on the subject.

Thesis Analysis

The author of the thesis, Akshina Ramesh Samtani, does a thorough job of explaining how globalization can affect project management through his specific analysis of how a global corporation deals with managing projects with cross-border teams between two countries. Global managers lead projects across multi-cultural teams and should posses the project management and communication skills to achieve this. This includes dealing with different cultural perspectives and geographical distances, while effectively planning and executing project management initiatives. The author of this thesis points out how cultural differences and physical distance can challenge effective project management initiatives. He also points out the relevance of diversification across national borders is a measure for companies to realize cost-cutting strategies and to understand different cultural processes related to managing projects. The thesis starts out with an explanation of the study purpose and objective and highlights issues related to cross-border project management practices.

Study Purpose and Objective

The purpose and objective of the study are clearly defined and discussed. The author overviews global company diversification and its significance to a company’s expansion into new markets to gain a bigger market share and increase its bottom line. However, this means dealing with the barriers and obstacles of globalization, particularly as it relates to project management. The article suggests that globalization brings on the need for balance, while coping with cross-border business cultures. This is directly connected to a globalized company’s success. The objective of this thesis is exploring project management practices of cross-border teams employed at a business process outsourcing firm, with locations in the United States and India. Furthermore, the objective included ascertaining how the cross-border teams managed projects, in lieu of globalization (Samtani). Discussion regarding the purpose and objective of the thesis focuses on analyzing how cultural influences affect project management initiatives between the two company locations, in relation to global business practices.

Theoretical Framework

The thesis outlines a clearly identified discussion of the conceptual framework used in the study, which examines methodology related to data collection and analysis, to facilitate an understanding of different values and beliefs among different cultures, as it relates to globalization. It is noted that managers need to understand the importance of culture and the role it plays in creating efficient cross-border project management processes. The theoretical framework of this thesis centers on how globalization necessitates broadening the scope of project management in an organization. This is significant because managing projects globally gives a company an opportunity to reach higher goals and receive higher profits. However, this must be done in spite of the challenges of globalization by recognizing the value in global business practices. This thesis examines the interconnectedness of a company coping with globalization, as it relates to cultural differences.

The main theoretical discussion of the thesis focuses on questions regarding the most efficient processes for dealing with handling cultural differences in cross-border project management approaches, which is the justification of the research. The rationale provided for this justification is the fact that project management is a challenge when managers are based at a large distance between each other, as with the company highlighted in the study that is located in both the United States and India. The thesis states this is a reason for assessing “how project management is conducted between managers with different backgrounds and cultures whose contact is limited to virtual platforms of communication” (Samtani 6). In other words, it examines the processes, methods and procedures used to effectively manage projects between managers who are not physically in the same global location, but communicate via modern technological means such as email, teleconferencing, video conferencing, virtual meetings (via the internet), etc.

Previous Research

The thesis addresses previous research on the subject of globalization effects on project management and highlights how the changing face of business processes, due to globalization, drove the need for interconnected business environments. This is evident in the literature review section of the thesis. The literature review is a descriptive analysis that explores methods in which cross-border managers in the United States and India deal with globalization issues (specifically cultural in nature) when managing projects. Additionally, the literature review in the thesis provides research from both perspectives regarding how globalization influences project management.

Previous research on this subject in the thesis includes the following:

The Definition of Culture – The first and second literature reviews in the thesis define culture, as this is important for understanding this aspect of globalization challenges. It is noted that culture determines a person’s motives and behavior in group settings, which is significant to project management. Culture influences individuals and entire organizations; therefore, cultural differences in a global organization need effective management so that those working together may work toward the same goals. A conceptual model of the notion of cultural influence is illustrated as a process that entails four aspects of (1) learning, (2) forgetting, (3) sharing, and (4) transmitting. This is culture in a business setting and levels of organizational culture are highlighted. Culture also influences people’s behavior and motives on a national level by the sharing of common values and belief systems. This is significant to cross-border project management in that managers need to be able to relate to the needs of all people on cross-border teams.

Culture in the Global Market – The third literature review focuses on marketing trends for seeking business in foreign countries. This section explores the reasons companies expand into new foreign markets, including gaining a competitive advantage by expanding subsidiaries to different countries, due to the vast advantages and opportunities of globalization.

Cultural Diversity in Globalized Project Management Teams – The next literature review focuses on how different geographical locations affect cross-border project management teams working toward common goals. It is noted that globalization is ongoing and as it continues to grow, “the organizational environment increases in complexity, demanding different management skills in order to attain financial success” (Samtani 32). This is significant for project managers, as cultural differences may result in various issues such as with time constraints, costs, and project deliverables. Additionally, culturally diverse and geographically dispersed project management teams are limited in their communication methods (i.e., telephone, teleconferences, video confereces, email, message boards, etc.), which are technology-based. The thesis suggests these forms of communication are more challenging than communicating in person, which is a disadvantage for multinational teams. This is due to the fact that cross-border teams have different values and perceptions, as well as different project management practices. Aligning these differences equates to efficient organizational project management, in spite of globalization.

This Study’s Differences – The next literature review explains why this thesis study is different from previous research on the subject. It is noted that previous research in the field of globalized project management uses a prescriptive approach to research. This only explores the importance of culture and the consequences of not managing it. Additionally, culture is only measured, rather than understood. This thesis examines actual strategies used by project managers of multicultural teams. This is significant to the research approach used in this study.

Research Approach

The thesis gives a thorough justification for the type of research used for the study, which is qualitative. Data gathered from the qualitative study is presented in narrative form that describes and interprets how senior managers at the subject company manage globalization influences during the project management process. The qualitative research approach for this study used surveys and interviews to gather accounts and stories with details about project manager experiences. This approach leads into the methodology used for this research.

Methodology

The methodology for this research is clearly reported and used the grounded theory approach, as the narrative is taken directly from the research data with no outside influence of other theories or data. The grounded theory method of research requires the emergence of theory from the data collection and analysis process. According to the thesis, “grounded theory methodology forces researchers to rely on their particular research situation and the data they can derive from it” (Samtani 43). This helps the researcher find the most relevant theories within the data and interpret it correctly. This theory method is inductive research based on observation and ensures relevance of the research data from a particular situation studied, as opposed to comparisons with other theories or data. It is noted this method consists “of a series of organized steps to discover and make use of the research situation and the qualitative data found” (Samtani 43). These steps include being involved with data collection and analysing it concurrently, creating specific coes from the collected data, writing notes explaining categories to compare data, sampling theories, and conducting a literature review based on the data. These stages offer information that adds to the narrative taken from the research data, for the purpose of describing, assessing and identifying trends and patterns that relate to the research (Samtani).

The site of the research is noted as the subject company for this thesis, which is headquartered in Pennsylvania. The researcher observed the U.S.-based managers in frequent contact with the India-based managers of the company, coordinating with them. This became the focal point of this thesis. The researcher created a model survey and submitted it for approval.

The survey interfaced used for the study was an internet survey tool called, Survey Monkey, and survey participants included nine senior managers of the subject company (six from India and three from the U.S.). The survey was administered over an approximately 30-day period. Out of the nine managers slated to participate in the study, eight of them completed the survey. The Survey Monkey tool accommodated the grounded theory method and each set of data from the managers’ responses was immediately available upon completion.

Regarding the survey design, the thesis specifically states the survey design purpose was discovering and comparing how cross-border project managers coped with various project management phases, while coping with globalization challenges and constraints, due to being in two separate locations. The survey was design to gather information relating to six common project management phases, which are: (1) “planning goals and objectives; (2) forming expectations of achieving goals and objectives; (3) conducting meetings and making decisions; (4) communication between the two teams; (5) expectations for establishing and running the project; and (6) implementation and execution of the project” (Samtani 50).

Survey data was gathered via open-ended surveys of the company’s United States and India-based managers. The interviews gave the researcher a more in-depth understanding of the answers they provided on the surveys. The researcher became familiar with the managers by encouraging them to thoroughly explain their project management experiences and daily activities on the survey form. Interacting this way with the survey participants allowed the researcher an opportunity to close some of the distance between them.

Problems and limitations of the research method (grounded theory) included time constraints and geographical distance between the researcher and the research participants, according to the thesis. The researcher conducted the study over the phone and internet (via Survey Monkey and video conferences). The limitation to this included not being able to interview the participants in person to observe interactions, body language, eye contact, etc. It is noted that direct observation may have benefitted the study.

Another challenge of the research included the researcher’s familiarity with the senior managers, which may have caused unintentional bias and may have compromised 100% objectivity when coding data.

Analysis and Research Findings

The analysis and research findings of the study thoroughly tie the results back into the theoretical framework of the thesis. The analysis states the project managers’ awareness of globalization influences (specifically cultural) on project management processes. Additionally, the analysis describes how the managers deal with these influences while coordinating cross-border team projects. The author explains that the research was conducted with as much objectivity as possible with no right or wrong judgments to the approaches. The research focuses on understanding the globalization challenges between the cross-border teams from both sides, rather than merely comparing them.

This section of the thesis lists key participants in the project management process for the study, and thoroughly describes the subject company and their purpose. Additionally, a diagram showing the relationship between key plays in the company’s project management process is illustrated. Additionally, the analysis includes a section on understanding cross-border project management, as it pertains to globalization. This includes cultural influences, focused- and broad-management approaches, and ownership and accountability.

Research findings were noted as managers cope with globalization issues affecting project management; however, they do not necessarily understand the issues. A solution to this problem was noted as the cross-border teams discussing and reassigning initiatives and resources whenever problems occur related to globalization, as it pertains to the project management process. This section of the thesis explains the importance of understanding globalization issues while dealing with project management. The thesis states that a noted scholar emphasized the importance of shaping practices according to cultural influences within an organization (Samtani).

Additionally, the thesis states the study supports the previous research literature on project management, as well as the importance of understanding differences instead of merely making amends to them. It is noted that the descriptive nature of the study was an effective method for reaching the research results.

Implications for further research include this study being using to future researchers, scholars and business leaders conducting cross-border project management processes. In addition, the thesis Appendix includes survey response data and interview transcripts with the participants.

Conclusion

Globalization involves integrating cultures, economies, and governments around the world and is a complex system that requires understanding between cultures to facilitate successful business processes, particularly project management. Globalization has been facilitated over the past few decades by the relaxation of trade barriers between countries and increased interest in foreign investments. These events precipitated emerging economies and global company expansion across multiple countries. This initiative gave companies the advantage of services world markets and establishing themselves as global conglomerates. This process has led to a change in the way projects are managed and executed, which relates to how globalization affects project management. Globalization necessitates multi-cultural project teams across international borders, and to achieve success with this initiative, it is important that organizations incorporate web-based tools and other multi-cultural collaborative resources into their project management strategies.

This analysis makes a thorough assessment of how globalization affects project management methods, based on an existing doctoral thesis on the subject. The critique analyzed all sections of the thesis including, purpose and objective, theoretical framework, previous research, research approach, methodology, and analysis and research findings. Additionally, the analysis examined changing world and how technological advances influences change in project management methods and communication. These changes are critical to globalization and affects how projects are managed across international borders.

In today’s world of technological innovation, globalization will continue to play a key role in business processes such as project management. Additionally, globalization will continue to influence the ways in which project managers plan, integrate and execute initiatives with multi-cultural and cross-border teams. This relates to current and future changes in how project management processes are employed, which is significant to future research.

Works Cited

Globalization. n.d. Web. 23 October 2013. <http://www.merriam-webster.com/dictionary/globalization>.

PMI. What is Project Management? 2013. Web. 23 October 2013. <http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx>.

Samtani, A. R. Project Management in Cross-Border Teams: How Do United States nd India-based Managers Cope with Cultural Influences on Project Management? Thesis. Georgetown University. Washington, DC: Georgetown University, 2004. Web. 23 October 2013. <https://repository.library.georgetown.edu/bitstream/handle/10822/551598/etd_ars34.pdf?sequence=1>.