A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is developed by hundreds of volunteers to represent generally accepted good practices in project management. But is this enough?
There are already extensions to the PMBOK®Guide for the construction industry and government that expand the basic framework to meet the needs of these sectors. Is there a need for extensions to meet the needs of different cultures?
The value of diversity and the challenges of managing culturally diverse teams was the focus of Tom Sullivan's feature article "Common Ground" in the October issue of PM Network®. My column in the November edition of PM Network, "Culture Shock," highlights some contractual issues that impacted a major mine development. As projects and teams become more global, managing appropriately within and across cultural boundaries is a key project management skill.
Although there's no right or wrong in culture, different societies resolve challenges in different ways and use very different structures to communicate information within businesses and projects.
As PMI moves toward the start of the next PMBOK® Guide update project, I would like to take the opportunity to discuss issues and challenges of managing projects in a cultural context. Do we need cultural extensions to the PMBOK® Guide or is there more value in retaining it as a core definition of good practices that apply worldwide?
I've had my say in PM Network, now it's your turn to weigh in. Over to you!