Cultural and communication nuances affecting the project positively

Project management:

Project management is defined as a set of specific procedures and processes that are required to complete a particular project. It involves relevant skills, knowledge, experience, as well as the timeframe and budget needed for the completion of the project. While on the other hand, international project management requires the management of a project that also requires specific skills. Still, it involves many cultural differences that are necessary for the completion and success of the project. International projects are very challenging as due to the differences in cultures as well as the boundaries. The external project management requires dealing with many project basis, and it requires the foreign experts to manage the entire project. (Abbasi & Jaafari, 2018)

Scope of the project

The scope of the project of the new shopping Mall in Doha (Qatar) involves many external specialists, as the project is based on the development of the mall at the international level. International stakeholders are included in the project, along with multiple sponsors. The scope is of global basis, as it involves numerous sponsors and stakeholders. Managing the international project requires various sponsors like RG, which is an American worldwide company. The company is specialized for the construction project of shopping malls as well as QSM. QSM is a Qatari state agency that is owned by RG. While on the other hand, a Japanese company is involved in the project as an architectural studio. The company chosen is from Spain and for the quality management and a proper look over a British firm is selected.

Other than this, different luxurious brands are involved in the project management to make the mall creative as well as productive. In contrast, the sponsors are also involved in starting up with the project. As an external project consultant, the leading role, which is associated with the completion of the project, is to evaluate as assess the methodologies, which will be using in terms of reference of the project. As an external consultant, the primary role is to stay prepared for the changes and the unexpected conditions that might occur in the entire project. It requires dealing with many cultural differences, national boundaries, and the economic differences. So, to deal with all the international differences, external consultants function to enhance the flexibility to get the desired output. The project scope involves the entire work, as well as the procedures that are required for the completion and success of the project. Different milestones are included, as well as several assumptions and limitations that will be affecting the project. The major milestone required here is to meet the cultural values as well as the natural boundaries. Setting dates and setting the budget needed to complete the entire project is one of the significant milestones. Other than this, the vital signs included in the international project are phases in which the project will be broken down, decisions, a proper planning, design, resources, the procedure to be followed as well as the deliverables. The purpose of the milestone is to schedule the activities that will be required for the completion of the entire project. It also enhances the accountability and keeps a balance in planning the events and the project evaluation as in the case of this Qatar shopping mall case. (Abbasi & Jaafari, 2018)

Work breakdown structure:

Work breakdown structure describes the hierarchy of the project, which includes proper a proper team along with the estimation of budget as well as the schedule required for the completion of the entire project. Gantt chart will help split the more significant task into smaller levels of assignment. Work break down structure and Gantt chart have the same objectives if splitting the major work into minor sections to be addressed. Gantt chart will be explaining the work breakdown structure into smaller levels to achieve the significant milestones. (Cicmil & Hodgson, 2006)

Following are the objectives and the deliverables of the project:

1. The objective of the project is the construction of a shopping mall at Doha.
2. The scope of the project is very vast, as it is an international project.
3. Involving several stakeholders and using low cost and highly effective inventories will be the significant object.
4. Meeting the cultural boundaries as well as the cultural differences, is one of the significant challenges to be addressed.
5. It is balancing the economic differences between different countries that are involved in the completion of the project.
6. As an external consultant, the prominent role is to deal with the decision making, evaluation as well as the risk management solutions of the issues. (Cicmil & Hodgson, 2006)

Gantt chart description:

Gantt chart includes all the deliverables as well as the planning for the completion of the entire project. It also includes streamlining processes as well as the resources and the external necessities of the whole plan. Following is the Gantt chart of the international project to be executed:

Cultural and communication nuances affecting the project positively:

Cultural and communication nuances can affect the project positively to enhance the diversity and the flexibility of the workplace. Following are some of the positive impacts on the project to be executed are as follows:

1. Multi cultural aspects will be adding a diversified impact on the project. The shopping mall will have multicultural perspectives in it. (Popescu et al., 2014)
2. As the project is an international shopping mall, so the different cultural aspects of the shopping mall will be profitable. The reason of this attraction will be that various citizens will be attracted towards the building. (Mirza et al., 2013).
3. Implementation of leadership theory, as well as the international project management theory will be efficient for the entire project. The arguments will affect positively on the project while dealing with the possible discrepancies and will be enhancing the productivity. (Haron et al., 2018)
4. A cultural and a communicational awarded leadership will be practised in the completion of the project.
5. A diverse knowledge will be present for the completion of the entire project. If the international management theory is implemented on the project, it will lead to the positive behaviour.
6. Multi cultural teams will be developed along with the outsourcing agreements as well as the gross capital formation. (Cicmil & Hodgson, 2006)
7. Presence of corporate culture in the international project will also be positive.
8. One of the positive impact is also the smoother integration of the project. (Haron et al., 2018)

Negative impacts:

Cultural and communication nuances might affect the project negatively or positively as well. As an external consultant, different management and leadership theories must be a part of the entire project. This will help in dealing with the negative side of the project:

1. Misconception due to different communication styles is the primary thing that can affect the completion of the project. Due to the communication medium and differences in communication, parties from different countries may find difficulty in understanding each other.
2. Cultural and communication differences might also cause conflict between the two parties. The difference in between the two parties will be challenging for the entire project. It can also be area son of creating friction in between the parties from Spain, and British. (Popescu et al., 2014)
3. The decision making styles of different countries also affect the project negatively, and this leads to the discrepancies as well as the conflict.
4. Negotiations also affect the project negatively. (Popescu et al., 2014)
5. The differences in between the norms, values, and beliefs will also be negatively affecting the project.
6. Every culture has its perspective towards something, and the differences in these perspectives will be a significant reason for harming the project completion.
7. The communication differences, as well as the differences in between the economies of different countries, is responsible for creating many problems in the international project management. (Haron et al., 2018)

International project management theory:

International project management theory requires specific steps to be followed in the entire project. The method appreciates an appropriate management and leadership style that will help complete the whole project successfully. The international project management theory requires planning, execution, processing, as well as setting the resources necessary to complete the project. For this purpose, the fundamental hypothesis must be following three steps that are required in the execution of the project. First, one is observing the quantities as well as the resources necessary to complete the entire project. Second, one is making the observations and implementing the dynamic laws to deal; with the obstacles. The progressive laws will work to enhance the validity as well as the reliability of the project. It is the case of queuing theory. The theory also involves dealing with the observables for the exertion of the project. The project management theory deal with the implementation of management style as well as the specific leadership style to sort out the discrepancies. (Popescu et al., 2014)

Leadership and teamwork for implementation of project success:

Leadership and teamwork are the two primary keys to making the project successful. Different leadership theories, collaboration, and team building will help in the successful implementation of the international project. First, leadership will be supporting the entire team to develop a clear strategy along with the accurate description of the objectives that are about to meet. (Mirza et al., 2013). This will create a sense of understanding in the culturally different people. After that, leadership skills will help make the project proficient by introducing a strategy that will help meet the objectives. Teamwork motivates all the team members to perform in a better way and to make the project successful. (Tohidi, 2011). The involvement of leadership theories in making the project successful are highly active as it promotes the team to be innovative, and this leads to new ideas for making the project successful. Another benefit for making the project successful is enhancing the skills as well as monitoring the success that will be directed to complete the project. Teamwork and leadership in a combined way re highly helpful in meeting the goals of the project and they promotes a cooperative working environment.

The collaborative working environment tends to make the project successful. Implementation of leadership requires different skills to be implemented in the working environment. For this purpose, the leader of the plan of Doha must be awarded about the cultural diversity as well as the communication nuances to protect the project from any kind of conflict. (Tohidi, 2011). Conflict management theory must also be a part of the plan for making it successful. Other skills required for making the project proficient is integrity, teamwork, team building, management theories, leadership theories, problem solving skills, as well as the decision making skills, must be a part of the project. These specific skills will be highly helpful in making the project successful as well as the product. Both the leadership and the teamwork must be a part of the entire project as it will be highly helpful in enhancing the relationship building and in meeting the objectives of the business plan. (Schmutz et al., 2019)

Conclusion:

Doha shopping mall is an international project that requires the involvement of different sponsors and stakeholders from multiple countries. It also involves several discrepancies, as well as the challenges that negatively affect the project. For this purpose, different leadership theories, as well as the international project management theory, must be a part of the project. The arguments will help make the project successful and in meeting the demands of the project. Also, it will reduce the negative impacts that might make the project reach to downfall. However, following the project breakdown as well as meeting the objectives of the project will surely make it successful, along with the implementation of external consultant roles. (Mirza et al., 2013)

Reflective write up on feedback:

I have considered all the factors in the resubmission of the assignment. I meet up all the learning outcomes of the task, along with the specified theories that are supposed to be a part of the project. I described each point of the transfer briefly while using the authentic academic resources as well as the research journals and the scholarly articles. The focus of the assignment is on the feedback that is provided to me. Working on feedback enhances my knowledge and gives me a chance to describe different points in more detailed and explained manner. Work break down structure as well a step Gantt chart are the parts of the project as all the aspects are highlighted briefly to meet the requirements of the assignment. Other than this, international management theory as well as the leadership and the management, theories are the part of the project. It provides me with a chance to perform the best in the resubmission. I looked over the assignment in all possible aspects to give the knowledge that is about to be delivered. Other than, these both of the learning outcomes of the project are met to avoid any kind of problem that might occur I future. I tried my best while critically thinking about the requirements of the assignment. I read a lot of material regarding the task to enhance its validity as well as the reliability. I am quite sure that I addressed all the point along with the requirements of the international project management. In the last, I try my best to reach the objectives of this assignment.

References:

Mirza, M. N., Pourzolfaghar, Z. and Shahnazari, M. (2013) Significance of Scope in Project Success, Procedia Technology, 9, pp. 722–729. DOI: 10.1016/j.protcy.2013.12.080.

Tohidi, H. (2011) Teamwork productivity & effectiveness in an organization base on rewards, leadership, training, goals, wage, size, motivation, measurement and information technology, Procedia Computer Science, 3, pp. 1137–1146. DOI: 10.1016/j.procs.2010.12.185.

Schmutz, J. B., Meier, L. L. and Manser, T. (2019) How effective is teamwork really? The relationship between teamwork and performance in healthcare teams: a systematic review and meta analysis, BMJ Open, 9(9). DOI: 10.1136/bmjopen 2018 028280.

Warburton, R. D. H. & Cioffi, D. F. (2014). Project management theory: deriving a projects cost and schedule for its network structure. Paper presented at Project Management Institute Research and Education Conference, Phoenix, AZ. Newtown Square, PA: Project Management Institute.

Popescu, A. D., Borca, C., Fistis, G. and Draghici, A. (2014) Cultural Diversity and Differences in Cross cultural Project Teams, Procedia Technology, 16, pp. 525–531. DOI: 10.1016/j.protcy.2014.10.120.

Radujkovi?, M. and Sjekavica, M. (2017) Project Management Success Factors, Procedia Engineering, 196, pp. 607–615. DOI: 10.1016/j.proeng.2017.08.048.

Haron, N. A., Devi, P. and Alias, A. H. (2018) We apologize for the inconvenience..., ShieldSquare Captcha. Available at: https://iopscience.iop.org/article/10.1088/1757 899X/291/1/012008 (Accessed: July 29, 2020).

Cicmil, S. and Hodgson, D. (2006) New Possibilities for Project Management Theory: A Critical Engagement, Project Management Journal, 37(3), pp. 111–122. DOI: 10.1177/875697280603700311.

Abbasi, A. and Jaafari, A. (2018) Evolution of Project Management as a Scientific Discipline, Data and Information Management, 2(2), pp. 91–102. DOI: 10.2478/dim 2018 0010.

Ramlall, S. and Melton, B. (2018) The Role and Priorities of the Human Resource Management Function: Perspectives of HR Professionals, Line Managers, and Senior Executives,” International Journal of Human Resource Studies, 9(2), p. 9. DOI: 10.5296/ijhrs.v9i2.14492.

Anbari, F. T., Khilkhanova, E. V., Romanova, M. V., Ruggia, M., Tsay, H. H., & Umpleby, S. A. (2009). Managing cross cultural differences in projects. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.