ABSTRACT

When it comes to specific methods for managing the cultural influence within the project environment, the author must disappoint some readers by emphasising that there are no absolute hard and fast rules. There are general strategies and guidelines. In a high power distance culture there is a greater risk of an exaggerated top-down approach to planning. The reverse situation a higher PDI project manager in a low PDI project environment is simpler and less political. When it comes to prioritising the specification of the products to be delivered, a discreet recommendation to the client and/or sponsor should be made to emphasise strategic prioritisation as a formal process to counter the political prioritisation common in higher PDI cultures. While it is true that the project overall performance suffers as the results of overly low-risk escalation triggers, you have little influence in this context beyond your initial recommendations about the basis on which the triggers are set.