Download Software Project Management Project management deployment

出處:
C. Bredillet et al /International Journal of Project Management
28(2010) 183-193
Group 2.
961603 黃品鈞 961611 張碩富
961615 賴俊憲 961618 陳聖祥
961620 張孟軒 961622 邱鼎翔
961628 趙子安 961636 楊睿忻
961640 鄭竹均 951745黃彥霖
Abstract & Introduction
951745 黃彥霖
Abstract




The topic of culture has received increasing attention in the
management literature in general during the last decades
and in the project management literature in particular during
the last few years
The globalization of businesses and worldwide International
organizations collaborations drives this interest in the
national culture to increase more and more.
Based on Hofstede national culture framework, the study
hypothesizes and tests the impact of the culture and
development of the country on the project management
deployment.
The results show the relations between various national
culture dimensions and development indicator on the project
management deployment levels of the considered countries.
1.Introduction
•
The project management discipline is undergoing important
growth worldwide and continues its advancement.
– Growing recognition of
• Professional bodies
• Industries
• Governments
• Academics
•
PM advancement
– which describes and analyzes the PM theoretical and
practical knowledge.
PM deployment
– which describes and analyses the size of the human
resources involvement and indicates the acceptance and
adoption of the PM discipline by the individuals and groups.
This aspect is the focus of this paper.
•
1.Introduction(cont.)

Hofstede stressed on the relation between the project
management theories and practices and the culture concept:
“a management technique or philosophy that is appropriate
in one national culture is not necessarily appropriate in
another”

As the management activity is made by people who are very
much influenced by their values and beliefs, no management
activity can be “culture-free”.

Culture is linked to the behaviour in organizations and to the
management differences. (House et al., 1997)
1.Introduction(cont.)

An empirical study presented by Muller and Turner (2004)
 the influence of Hofstede’s cultural dimensions on the
communication preferences between the project owners
and project managers.

Archibald (1991) stated that the international project
management practices and the related formalization require
significant adjustments in attitudes that affect the
organization and the project teams. The cultural factors
create barriers to these required changes and need
substantial effort to overcome or mitigate.

“Differences in national cultures call for differences in
management practices”, and could create serious barriers to
the deployment of project management. (Newman and
Nollen, 1996, p. 1)
1.Introduction(cont.)

Wang and Liu (2007) presented the opposition to full project
management deployment from China case by emphasizing
on the need for an organization to adopt the PM approach
along with the development of shared cultural values
compliant with the country’s national culture.
1.Introduction(cont.)

The literature involving directly the culture concept and
project management deployment is scarce.

But the crosscultural studies addressing the issues of
management, business and international business,
globalization, organizations, team behaving, leadership,
communication, and other fields indirectly connected to
project management discipline do exist abundantly.

They provide supporting evidence of the possible impact of
the culture on project management deployment.
2.Hofstede’s cultural dimension
961615賴俊憲
2.Hofstede’s cultural dimension

Culture is a the collective programming of the
mind which distinguishes the members of one
human group from another.

Four cultural dimensions：
 Power distance(權力距離)
 Individualism-collectivism(個人主義與集體主義 )
 Masculinity-femininity(男性氣質與女性氣質 )
 Uncertainty avoidance(不確定性規避)
 Growth domestic production(國內生產總值)
2.Geert Hofstede's main idea and
contribution

Geert Hofstede analyzed a large data base of employee
values scores collected by IBM between 1967 and 1973
covering more than 70 countries, from which he first used
the 40 largest only and afterwards extended the analysis to
50 countries and 3 regions. In the editions of GH‘s work
since 2001, scores are listed for 74 countries and regions,
partly based on replications and extensions of the IBM study
on different international populations.
2.Geert Hofstede's main idea and
contribution

Subsequent studies validating the earlier
results have included commercial airline pilots
and students in 23 countries, civil service
managers in 14 counties, ‘up-market‘
consumers in 15 countries and ‘elites‘ in 19
countries.
2.Geert Hofstede's main idea and
contribution

From the initial results, and later additions,
Hofstede developed a model that identifies four
primary Dimensions to assist in differentiating
cultures: Power Distance - PDI, Individualism
- IDV, Masculinity - MAS, and Uncertainty
Avoidance - UAI.
2.Geert Hofstede's main idea and
contribution

The fifth dimension：
 Geert Hofstede added a fifth Dimension after
conducting an additional international study with a
survey instrument developed with Chinese
employees and managers.
 That Dimension, based on Confucian dynamism, is
Long-Term Orientation - LTO and was applied to 23
countries.
2.1Power distance

The extent to which the less powerful members of
institutions and organizations within a country expect
and accept that power is distributed unequally.
一個社會對組織機構中權力分配不平等的情況所能接受的程度。

Based on fairly decentralized structure favouring high project
manager’s authority and control over budget and resources.

PM is expected to deployed in small Power distance.

Hypothesis H1：The PM deployment is negatively related to
the power distance of a country.
2.2Individualism-collectivism
961618陳聖祥
2.2Individualism-collectivism

The degree to which individuals are integrated into
groups
個人對於人際關係(他們所屬的家庭或組織)的認同與重視程度。

The Individualism pertains to societies is that everyone is expected to
look after himself or herself and his or her immediate family.

The collectivism pertain to societies is that people wish the groups which
they stay will protect them in the whole life and people will be loyal to the
groups.

Hypothesis H2：The PM deployment is positively related to the
individualism of a country.
2.3Masculinity-femininity

The distribution of emotional roles between the
genders

A society is called masculine when emotional gender roles
are clearly distinct：man are supposed to be assertive(武斷
的), tough whereas women are supposed to be more
modest(謙虛的)
A society is called feminine when emotional gender roles
overlap：both man and women are supposed to be modest,
tender and concerned with quality of life.


Hypothesis H3：The PM deployment is not related to
masculinity/femininity of a country.
2.4Uncertainty avoidance

The extent to which the members of a culture
feel threatened by ambiguous or unknown
situations.
一個社會對不確定和模糊局勢所感受到的威脅程度。

Such as reservation of extra budget added to the project
budget.

Hypothesis H4：The PM deployment is negatively related to
the uncertainty avoidance of a country.
2.5Growth domestic production/Capita

The main goal of using GDP/Capita is to
control the possible correlations between the
culture dimensions as we’ve explained above.

There are many additional factors will affect the PM
deployment of a country, such as the economical,
technological, educational and other national
characteristics.

Hypothesis H5：The PM deployment is positively related
to the GDP/Capita
3. Research design
961622邱鼎翔
3. Research design
Graphical view of the proposed Hypotheses for any set of the considered countries.
3.0 Six variables

– The project management deployment index
(PMDI). (dependent variable)

– The four national culture dimensions of Hofstede:
power distance (PDI)
individuality (IDV)
masculinity(MAS)
uncertainty avoidance (UAI)
(independent variables)





– The GDP/Capita
(independent variable)
3.0 The three sets of selected
countries

– All the selected countries presented in Table 1 (74
countries).
– The group of (40) forty countries entitled Low-GDP
group having a GDP/Capita less than 21,000 US$
(which is the GDP/Capita mean of the set of all
countries.
See Table 3).

– The group of (34) thirty-four countries entitled HighGDP group and having a GDP/Capita more or equal
than 21,000 US$.

3. Research design (Table 1)
3.1. PMDI


PMDI (Project management deployment
index) is the number of people having a
professional credential in project
management in a given country, divided
by the total population of that country.
公式:
3.1 PMDI
And how can PMDI help us improve and
understand project management?

It‘s a realistic depiction of how project
management methods could be used
now and in the future.
Usually it's coordinated with GDP
development, so it can help
professional bodies , for example, see
where to focus development to meet
the expected needs of the profession.
3.1 PMDI
What are the most important lessons
project managers can glean from the PMDI
scores?

For one thing, project managers looking
for a job can focus on countries where
the needs are huge. And I think the
index could help professional bodies to
focus on where the needs are really
important.
3.2. Data collection
961628 趙子安
3.2. Data collection
The
number of certified PMs from the
PMI and the IPMA
PMI(Project Management Institute,2007)
•PMP
IPMA(International
Project Management
Association,2007)
• Four levels includes:A,B,C,D
3.2. Data collection
The
cumulative number of certified
individuals in this study amounts to 325000
project management credentials
The
datas in table1 are collected from US
Census Bureau (美國戶籍普查暑 2008)
3.2. Data collection (table 1)
3.2. Data collection
The
datas in GDP/Capita are collected from
IMF (International Monetary Fund 國際貨幣基
金組織 ,2007)
The
score of the four culture dimentions are
collected from the Hofstede and Hofstede
(2005 ,P.43 ,78,120,168)
3.3. Data treatment tools
SPSS(Statistics
Package for the Social
Sciences)
此研究論文所用到的統計方法例如:
•The Hypotheses test
•The partial correlation
•The stepwise linear regression
此論文所呈現的報表皆是利用以上方法
以及SPSS執行的結果
3.3. Data treatment tools (SPSS)
3.3. Data treatment tools (SPSS)
3.4. Samples selection
Seventy-four
countries are selected for
the study based only on the availability of
Hofstede’s national culture scores for all of
them.
The
availability or not of the PMI and/or
IPMA figures has not been a selection
criteria of the considered countries.
4.1.1 Descriptive statistics
961640 鄭竹均
4.1.1

4.1.1. Descriptive statistics

Table 2 gives a summary of the project
management deployment PMDI distribution
among the considered countries.

Table 2 shows the non uniformity of this
distribution across various nations.
4.1.1. Continues

More than 32% (24 countries) record a
PMDI less than 10, more than 70% (53
countries) recorded a PMDI less than
100, while 21 countries only recorded a
PMDI higher than 100 with 3 countries
recoding a very high PMDI score of
more than 500.
4.1.1. Continues

Table 3 shows the basic descriptive statistics
(mean and standard deviation) of the studied
variables, while Table 4 present the
correlation coefficients of these variables.
4.1.2. Correlation
coefficient analysis
4.1.2. Supplement
4.1.2. Continues

The results displayed in Table 4 confirm our five
hypotheses as expected in the context of the set
of all considered countries:

1. The project management is better deployed in
countries having low power distance ( PDI ) (with
negative significant correlation), individualism ( UAI )
(positive significant correlation), and low uncertainty
avoidance ( IDV ) (negative significant correlation)
scores.

2. The project management deployment is not impacted
by the masculinity/femininity dimension ( MAS ).

3. The project management is better deployed in
countries having higher GDP/Capita (positive significant
correlation).
4.1.3.
Partial correlation
and stepwise linear regression
961603 黃品鈞
4.1.3.
The result of the new correlation coefficients is presented in
Table 5.
4.1.3.
Table 5 clearly shows the important decrease of the correlation
coefficient (with non significance) between the individualism
IDV and the PMDI eliminating the IDV dimension from being on
the list of significantly correlated national culture dimensions
with PMDI.
4.1.3.
In order to eliminate these inter-correlation between the culture
dimensions (as suggested by Hofstede (2001, p. 62)) .
We have proceeded with a stepwise linear regression model
built with the data of our six (6) variables including PMDI as the
dependent variable, the national culture variables (PDI, IDV, UAI,
MAS) and the GPD/Capita as the independent variables.
4.1.3.
Hierarchical regression
The independent variables to deal with a stratified, multistep carried out by multiple regression analysis.
A multi-level analysis of integrated strategies, both statistical
decision theory of decision variables and the selection process.
Independent variables, grouped according to the needs of
researchers or theoretical concepts are divided into different
blocks (block), then follow the model of a particular input
sequence
4.1.3.
Theoretical sets
Various group decision theory point of view is based on the
combination.
Functional sets
District group's decision is based on the function and nature of
independent variables .
For example, a combination of demographic, social and
economic status of the financial indicator.
4.1.3.
Time-series sets
District group's decision is based on studying point, the earlier
entrants, that is to influence others "cause", the later of the
affected was a “result “.
Structural sets
Refers to a combination of independent variables is based on
the relation between the variables.
4.1.3.
How-to
District group independent variable can be only one or more
variables.
Multivariate district group, the variables in the simultaneous
equation method or methods can be stepwise.
4.1.3.
The regression model resulted is summarized in Table 6.
It does reject the two national culture dimensions
variables IDV (for multi-colinearity reason as explained here
above) and MAS (for non significant correlation at the zeroorder correlation level).
Y=a + b1x1+b2x2+b3x3
Y=PMDI
a= Constant = 284.46
b1 =
0.004
,
x1 = GDP/Capita
b2 =
-2.156
,
x2 = UAI
b3 =
-1.931
,
x3 = PDI
4.1.3.
PMDI (country, year)
is the resulting PMDI score for the considered “country” at the time
“year” .
GDP/Capita (country, year)
is the GDP based on purchasing-power-parity (PPP) per capita in
US$ for the considered “country” at the time “year”.
UAI
is the uncertainty avoidance index score for the considered
“country” at the time “year”.
PDI
is the power distance index score for the considered “country”
at the time “year”.
4.1.3.
The resulting model explains statistically
( F = 23.25 with significance of p = .000 at .01 level )
The variation in the PMDI for about 48% (Adjusted R2 = 0.478).
The model enhances our estimation error from 161.59 (see
Std. deviation of PMDI in Table 3) to 116.78 (see Std. error in
Table 6).
4.1.3.
The model enhances our estimation error from 161.59 (see Std.
deviation of PMDI in Table 3) to 116.78 (see Std. error in Table
6).
4.1.4. Findings and discussions
961636 楊睿忻
4.1.4. Findings and discussions
Finding 1: Considering all countries (whatever their
GDP/Capita scores are): The project management is
better deployed in countries having low power distance
and low uncertainty avoidance scores. The project
management deployment is not impacted by the
individualism and the masculinity/femininity
dimensions.
(最適當開發 在低PD 低 UAI)
4.1.4 Finding1 Continues
The GDP/Capita shows a positive
standardized regression coefficient of
0.387 offering important evidence on the
influence of the good wealth of the country
on the project management deployment
(GDP正相關係數)

4.1.4 Finding2
Finding 2: Considering all countries (whatever their
GDP/Capita scores are): The project management is better
deployed in countries having higher national GDP/Capita.
(國內生產總值
 The countries having High-GDP/Capita with low uncertainty
avoidance and low power distance are expected to welcome
the project management deployment whatever their
masculinity or individualism dimension scores
4.1.4 PMDI
 Countries with PMDI greater than 100:
Switzerland French, South Korea, Taiwan, Japan
and UAE, all having High-GDP/Capita which
supports their high PMDI scores except for
Switzerland French which needs more analysis as
for the reasons of having PMDI = 405.71 with a
GPD/Capita = 14,207 US$.
4.1.4 PMDI CONTINUES
 Countries with PMDI between 20 and 99: Brazil,
Uruguay, Belgium Walloon, Croatia, Poland, Saudi
Arabia, Slovakia, Kuwait, Belgium Flemish, Portugal,
Czech Republic, Slovenia, Spain, and France all
supported by a moderate GDP/Capita between 10,000
US$ and 33,000 US$
4.1.4 PMDI Continues

Countries with PMDI less than 20: Nigeria, Bangladesh,
Pakistan, Guatemala, Ecuador, Egypt, Lebanon, Morocco,
Serbia, Peru, Venezuela, Colombia, Iran, Panama, Thailand,
Turkey, Bulgaria, Romania, Mexico, Russia, Chile, Libya,
Malta and Greece, all having relatively low-GDP/Capita of
less than 14,000 US$ except for Malta and Greece which
need more analysis to understand better their low PMDI
scores
4-2 & 4-3
Graphical summary view
of the results – 3 sets of countries
961611 張碩富
4-2 Set of High-GDP and LowGDP/Capita countries
Formulate:
The mean GDP/Capita values of the selected 74 countries amounts
21,000US$
High-GDP countries (having GDP/Capita greater than 21,000 US$)
Low-GDP countries (having GDP/Capita less than 21,000 US$)
In High-GDP countries: The project management is better deployed in
countries having low power distance and low uncertainty avoidance
scores. The project management deployment is not impacted by the
Individualism and the masculinity/femininity Dimensions.
 In Low-GDP countries : The project management is better deployed in
countries having high individualism scores. The project management
deployment is not impacted by the power distance, uncertainty avoidance
and the masculinity/femininity dimensions.
TABLE 1
 The mean GDP/Capita values of the selecte
74 countries amounts 21,000US$
 High-GDP countries --(having GDP/Capita greater than 21,000 US$)
So there are 34 sets of countries
 Low-GDP countries --(having GDP/Capita less than 21,000 US$)
So there are 40 sets of countries
TABLE 2
相關係數:
4-2 & 4-3 Graphical summary view
of the results – 3 sets of countries.
In High-GDP countries:
--- low power distance
--- low uncertainty avoidance scores
In Low-GDP countries :
---having high individualism scores
looking for
---Innovations
---New technologies
---new management approaches.
Could the third level of cultural
occur?
5.Conclusions
961620 張孟軒
5.Conclusions
This paper provided empirical evidence showing the impact
of national culture on the PM deployment in the considered 74
countries.
The key findings show that :
– The PM deployment is
Negatively correlated with the power distance and uncertainty
avoidance .
Not correlated with the individuality or masculinity dimensions.
Positively correlated with the GDP/Capita.
5.Conclusions
Furthermore , in-depth analysis of 2 groups of the
considered countries (High GDP and Low GDP) provided better
view of the impact of the national culture dimensions on the
PM deployment .
High GDP countries : Group of countries having their
GDP/Capita greater than 21,000 US $ .
Low GDP countries : Group of countries having their
GDP/Capita less than 21,000 US $ .
5.Conclusions
In High-GDP countries : negatively correlated to the
power distance and
uncertainty avoidance dimensions.
In Low-GDP countries : positively correlated to the
individualism dimension.
The separation between the High-GDP and Low-GPP countries shows a
different cultural reaction to the PM deployment depending on the
economical situation of the country.
5.Conclusions
The Low-GDP countries are looking for innovations, new technologies
and new management approaches .
The Individuality dimension seems to be the only supportive cultural
dimension that assists the country in its PM deployment.
While, within the High-GDP countries, the power distance PDI and
uncertainty avoidance UAI dimensions are the supportive cultural
dimensions for the PM deployment.
5.Conclusions
Our findings provide evidences that national culture in
both High and Low-GDP countries impact differently the
PM development.
Depending on the targeted country (region or group), we
should take into consideration the correct cultural
dimension to consider involving PM deployment.