My role as a project manager requires me to manage projects across Asia and Europe. I have recently embarked on a project in Korea which is providing to be a very interesting experience. I have worked in projects across different geographies but I have never encountered a situation of their being a communication barrier due to cultural and language differences. I thought this would be an interesting topic to blog on as the related outcomes of managing a project in such a scenario had very definite outcomes and results which might actually put you the project manager in the spotlight for not actually managing the process well.
Timeliness : The language gap requires the PM to be dependent on a third party to communicate the issues at hand. The response times taken even to review functional documents, specifications and business requirements puts a lot of pressure on the overall project timelines.
Accuracy & Interpretation : There is a risk that facts, figures and specific crucial information may get lost in translation. Even the best translators can goof up on this. Differences in educational philosophies and exposure to international standards can also be an impediment. As a PM you need to also ensure that even if you have a superior solution, that this is not relayed across to the client in an arrogant manners. Different cultures have varying levels of sensitivities. In asia it is always important to 'save the face' of your counterpart.
Cultural Divide : What may seem as a matter of economics or principle may not be the case when dealing with different cultures. Often there are more things which are at stake. You as a foreigner will not know this and are required to be patient......yes be patient.
Reporting : One of the mistakes I made initially was that since everyone knew that we were in the 'waiting mode' for things to fall in place during the initial stages of the project... i didnt keep a weekly communication channel with the stakeholders in my company. As a result after a couple of weeks, people began to think that I was slacking and that the project fell off the wheels. It was interesting to note this but although there was no 'internal communication' there was enough documentation flying around to ensure the concerned parties that this was not the case. Lesson learnt - ALWAYS COMMUNICATE irrespective of the project status and slow outcomes.
Control : You will find it hard to take control of project matters with your client. This is again due to the communication issues. I find that the best way to get things across sensitive issues is to do it in a cordial friendly manner across the table over a cup of tea. It will be a challenge but it can be done with the right amount of tact and sincerity.
These are some of the issues which I have observed. I would absolutely like to hear what your experiences have been with managing projects across different geographies and cultures. So go on whats been your experience?
Timeliness : The language gap requires the PM to be dependent on a third party to communicate the issues at hand. The response times taken even to review functional documents, specifications and business requirements puts a lot of pressure on the overall project timelines.
Accuracy & Interpretation : There is a risk that facts, figures and specific crucial information may get lost in translation. Even the best translators can goof up on this. Differences in educational philosophies and exposure to international standards can also be an impediment. As a PM you need to also ensure that even if you have a superior solution, that this is not relayed across to the client in an arrogant manners. Different cultures have varying levels of sensitivities. In asia it is always important to 'save the face' of your counterpart.
Cultural Divide : What may seem as a matter of economics or principle may not be the case when dealing with different cultures. Often there are more things which are at stake. You as a foreigner will not know this and are required to be patient......yes be patient.
Reporting : One of the mistakes I made initially was that since everyone knew that we were in the 'waiting mode' for things to fall in place during the initial stages of the project... i didnt keep a weekly communication channel with the stakeholders in my company. As a result after a couple of weeks, people began to think that I was slacking and that the project fell off the wheels. It was interesting to note this but although there was no 'internal communication' there was enough documentation flying around to ensure the concerned parties that this was not the case. Lesson learnt - ALWAYS COMMUNICATE irrespective of the project status and slow outcomes.
Control : You will find it hard to take control of project matters with your client. This is again due to the communication issues. I find that the best way to get things across sensitive issues is to do it in a cordial friendly manner across the table over a cup of tea. It will be a challenge but it can be done with the right amount of tact and sincerity.
These are some of the issues which I have observed. I would absolutely like to hear what your experiences have been with managing projects across different geographies and cultures. So go on whats been your experience?
Thursday 31st January 2008 was the day when my first macbook arrived. I had placed the order the day before on apples website. within 24 hours the black macbook was delivered to me at my office. I have been dabbling with getting a macbook for quite a while now but never summed up the courage to actually take the plunge. Plus during my visits to the retail stores I notice that the sales staff were either ignorant about the mac's or were outright arrogant when trying to serve mac switchers. I admit, I was also trying to find the best possible deal. Some shops were giving extra ram, some where giving me the might mouse or I had to pay a slight upgrade fee to buy both.
