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ITECH7401 Leadership In It Project Management 3
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ITECH7401 Leadership In It Project Management 3
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Course Code: ITECH7401
University: Flinders University
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Country: Australia
Question:
Overview
The purpose of this task is to encourage students to expand their thinking through reading and sharing of their ideas in a web 2.0 format used by many project managers.
Assessment Details
A blog is a discussion or informational site published on the web consisting of regular entries or posts in chronological order. A blog features diary-type commentary and links to articles on other websites. Many blogs focus on a particular topic; team blogs will focus on an area of project management leadership.
Blogs are useful for first time and experienced project managers, and are widely used in the industry. The purpose of your project management leadership blog is to share the results of your research and investigations with other members of your team, and gather their feedback regarding your thoughts and ideas.
Requirements
Select a journal article on some area of project management leadership related to the course, or extending the course ideas, and write a blog reviewing the journal article, providing a critique of the ideas including conclusions and lessons learned. The review should be supported by references from literature, demonstrating wider reading and critical thinking.
Answer:
Blog on Why Cultural Intelligence Matters on Global Project Teams
Global projects can be defined as a type of project that is spread across different countries and is based on multiple locations. Therefore, management of the global projects is a complex task considering the fact that the global project teams cut across different cultures. Cultural intelligence has a direct connection with the management of project team. Cultural intelligence is described as cultural awareness and sensitivity that is needed to manage a team of diverse cultural groups. The use of cultural intelligence in management of global projects allows the team members to gain a better understanding of the culture of the team members thus enabling a better understanding of the same (Henderson, Stackman & Lindekilde, 2018). There are a number of benefits of making use of cultural intelligence in project management. Different researches have explored the different cultural aspects of the global projects and the project team. It has been observed that cultural intelligence helps in measuring intercultural communication effectiveness among the team members.
Global project teams are often virtually connected and therefore establishing appropriate and effective communication among the project teams has become paramount with the team members (Martins, 2013). Communication among the team members includes agreements among the team members that include the details of the initiation and response of the different messages over the cultural time zones. Cultural intelligence plays a significant role in driving this communication (Jyoti & Kour, 2017). This is because working effectively on global project teams requires a level of interpersonal trust among the team members. In order to gain the required level of trust, it is foremost essential to ensure effective communication among the project team. The chosen article performs a research to examine whether the cultural intelligence has a positive effect on the management of global teams. The research study has embarked on a primary research methodology in collection and analysis of data (Jyoti & Kour, 2015). From the collected data, it has been observed that the cross cultural project teams make use of common language for communication. The data collected shows that the members of the cultural teams hardly undertakes face to face communication and therefore, it is necessary to identify an effective method of ensuring communication among the team members. Thus cultural dynamics have recently gained a wide attention in management of the cultural dynamics of the global team.
The concept of cultural intelligence mainly works when a project team needs to work in culturally diverse situation. Cultural intelligence drives the capability of the team members in working effectively in a global project in a culturally different team. It is a characteristic of an individual that act an ability of interpreting the unfamiliar or ambiguous gesture of a person even without being his compatriot (Fleming & Koppelman, 2016). Thus the team members of a global project management team, who possess a high level of cultural intelligence, often play an important role in management of the global teams. A culturally intelligent team has certain characteristics. The team is needed to be open-minded and should never try to make assumptions on nationality.
One of the major issues associated with the IT offshore outsourcing project is the cross cultural issues. There is a lack of understanding that concerns an effective management of the project team. It has been observed that a culturally intelligent project management team is expected to manage the issues associated with the culturally diverse team in an effective manner. Thus in management of the international projects, application of the cultural intelligence is essential. In order to succeed in a global project in a globalized environment, having skills for cultural intelligence is necessary. The project managers of the global teams need to possess the skill of cultural intelligence in order to ensure that the team collaboration is in place. Establishing the collaboration among the global project teams will ensure that the projects are implemented without any internal issues among the project team members. This is necessary as the international or the global projects have considerable higher level of complexity and therefore needs appropriate management (Henderson, Stackman & Lindekilde, 2018). The complexity in the project occurs mainly because the project is associated with the working with a culturally diverse team in a culturally diverse environment. Thus the global project managers need to foster the approach of making use of cultural intelligence in management of the global projects. For this, it is necessary to train the global team members with the concept of cultural intelligence so that the management of a global project team is easier (Gholami & Murugesan, 2013). Project managers of the global teams often need to deal a particular problem associated with the management of global projects with versatility in the culture. A global project might incorporate people from different cultural backgrounds and therefore establishing collaboration among the team members can be a tough task.
Multicultural projects are needed to be effectively managed since this type of projects has a number of advantages. This type of team is able to adapt to the changes faster, in comparison to the team with homogenous cultural environment (Henderson, Stackman & Lindekilde, 2018). However, if a multicultural team not managed in an effective manner, it can cause certain serious problems with the execution of the project. Ineffective communication might create misunderstandings among the team members thus making it a potential source of conflicts. These misunderstandings or conflicts can affect the team in a negative way (Chipulu et al., 2016). Thus a multicultural and global project team will effective only if the project managers and the team members have knowledge about the cultural intelligence and the process of deploying the cultural intelligence in effective collaboration of the team (Sutherland, Edgar & Duncan, 2015). On the other hand, the multicultural teams will be very less effective if the cultural differences among the team members are not managed. Thus it can be concluded that cultural intelligence does matter in the global project team and effective implementation of cultural intelligence in global project team can help in easier management of the global projects.
References
Chipulu, M., Ojiako, U., Marshall, A., Williams, T., Neoh, J. G., Mota, C., & Shou, Y. (2016). Building cultural intelligence: insights from project management job advertisements. Production Planning & Control, 27(3), 133-147.
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.
Gholami, B., & Murugesan, S. (2013). Global IT project management using Web 2.0. In Perspectives and Techniques for Improving Information Technology Project Management(pp. 150-172). IGI Global.
Henderson, L. S., Stackman, R. W., & Lindekilde, R. (2018). Why cultural intelligence matters on global project teams. International Journal of Project Management, 36(7), 954-967.
Jyoti, J., & Kour, S. (2015). Assessing the cultural intelligence and task performance equation: Mediating role of cultural adjustment. Cross Cultural Management, 22(2), 236-258.
Jyoti, J., & Kour, S. (2017). Factors affecting cultural intelligence and its impact on job performance: Role of cross-cultural adjustment, experience and perceived social support. Personnel Review, 46(4), 767-791.
Martins, S. (2013). Intercultural communication and cultural intelligence in the workplace (Doctoral dissertation, Murdoch University).
Sutherland, A., Edgar, D., & Duncan, P. (2015). International infusion in practice–From cultural awareness to cultural intelligence. Journal of Perspectives in Applied Academic Practice, 3(3).
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