Project Management Methods in the Context of Intercultural Multi-party Projects - Example Rolls-Royce Power Systems AG

Abstract

In the face of globalisation and pressure to enter new markets, companies increasingly join forces with local partners. The setup of these cooperations is managed as a project, involving team members of not only various cultural backgrounds, but also affiliation to different parties. This case study investigates current management practice in such projects and problems arising in connection to their intercultural multi-party setup. It was commissioned by Rolls-Royce Power Systems AG as documentation of lessons learned in ongoing intercultural multi-party projects and aid for future similar projects. As such, the research problem consists of three parts: Firstly, it is investigated how intercultural multi-party projects are being managed in the case company and what problems arise in this context based on data gathered from an online questionnaire and internal project management documentation. This is subsequently appraised against scientific theory in the field, as well as best-practice approaches published in practitioner literature. Finally, the findings are taken as a basis to develop methods and tools to improve intercultural multi-party project management and ensure success. The study reveals that the intercultural multi-party setup of case projects is largely not reflected in applied methods despite efforts made. Inconsistency along with lack of cohesion among project team members result in inefficient communication, which are aggravated by cultural differences, particularly different approaches to planning and fear to lose face. Consistently, appraisal against scientific theory and best-practice reveals room for further gains. Four strategies and tools for improvement are suggested on this basis: Methodological consistency and commitment may be achieved through a joint project management method workshop, while solidarity among team members from different parties can be developed in a bridging cultures workshop. Additionally, a practical tool is provided in a checklist containing implications of an intercultural multi-party setting and time boxing and Kanban are revealed as viable agile methods.