Managing Multicultural Projects with Complementary Practices – Summary

May 31, 2008 | Author: PM Hut | Filed under: HR Management,Project Management Best Practices

Managing Multicultural Projects with Complementary Practices – Summary (#10 in the series Managing Multicultural Projects with Complementary Practices)
By Johanna Rothman

Not all teams on a multicultural project have to do the same things at the same time. However, all multicultural project teams have to agree on major milestones, and the criteria for those milestones. The team as a whole also needs to agree on what to do if the project runs into trouble, and release date has to slip.

Make sure each project group knows what they need to do, and when, but leave the “hows” up to each group. Communicate with the group as often as possible, and make sure the groups know they can talk to you when they have problems.

Require the minimum set of tools, such as defect tracking and configuration management. Decide how important it is that each group use the same tool. I’ve generally insisted on a common configuration management tool, but that’s generally the only tool I insist on. Make sure required tools are easily usable by each project group.

Multicultural projects are challenging and fun. It’s hard work and takes focus on the people issues. When the projects succeed, you have made something more than the sum of the parts.

Original article can be found at:

Johanna Rothman consults, speaks, and writes on managing high-technology product development. Johanna is the author of Manage It!’Your Guide to Modern Pragmatic Project Management’. She is the coauthor of the pragmatic Behind Closed Doors, Secrets of Great Management, and author of the highly acclaimed Hiring the Best Knowledge Workers, Techies & Nerds: The Secrets and Science of Hiring Technical People. And, Johanna is a host and session leader at the Amplifying Your Effectiveness (AYE) conference ( You can see Johanna’s other writings at

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