ABSTRACT
For project management to be effective, key roles and their related responsibilities must be clearly established and communicated. Stakeholders' includes both technical' and key' stakeholders as well as all persons performing activities on the project, all the users and suppliers, any personnel whose working processes are to be changed due to the project or its output, and any impacted external stakeholder. On the positive side, a high PDI culture is more likely to have the organisational roles and responsibilities well defined. In lower PDI cultures the opposite is just as true and the project manager is less likely to face political' and power' struggles when managing and coordinating resources across functions. In a collective culture there is a higher emphasis on the manager's technical knowledge than in an individualistic one. An individualistic culture risks losing track of the business case and its benefits if not formally managed.
