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1

Intercultural Communication and Management Factors and Their Impact to the Process of Global Software Development for Virtual and Non-Virtual Teams

100%
Isern G.
Journal of Intercultural Management
|
2014
|
vol. 6
|
issue 1
5-16
EN
This position paper presents the factors involved in the successful software development and what is the impact of some methodologies like Agile in this process. Global software development projects may be a total success or an anticipated disaster for simple reasons that usually have nothing to do with the technology involved, with the time differences, or the product being built, but because of subtle intercultural factors. How do the language, the race, the gender, the religion, and the location affects the software development process from analysis and design to implementation, testing and maintenance? Do all these factors impact in the same way if we are working with a local team, and offshore development team or even a global virtual team? Is any specific software development methodology better suited for your particular case? How could you decide what’s the better approach? What will be the results and what our goals? The issues at stake are not superficial matters of the ways how people dress, or how clear do they speak in our local language, or what they like to eat, or their small daily behaviors, but are based in the fundamental differences in the systems of values that govern our lives. So institutions, corporations and global companies have to raise the level of awareness of their employees worldwide on the cultural differences, through various programs for intercultural or diversity training. But this poor model of cultural awareness is not enough to overcome some of the obstacles that intercultural differences bring to the table. So this paper will list and describe this important intercultural factors that directly impact in the software development process and how certain software development methodologies could be used in order to have a more systematic look or set of guidelines that would allow the team managers to evaluate and to decide how theuse of each one of these software development methodologies for local teams, non local teams and virtual teams will affect positively or negatively the outcomes of software development practices.
2

Intercultural Project Management for IT: Issues and Challenges

100%
Isern G.
Journal of Intercultural Management
|
2015
|
vol. 7
|
issue 3
53-67
EN
The development of Information Technology projects using Project Management Methodologies like PMP-PMI, Agile or SCRUM for software development, CPM, CCPM, RAD, XP, FDD, ITIL, JAD, LD, PRINCE2, etc.; may be a complete success or a total catastrophe, for series of reasons, events and circumstances that frequently are not related at all with the deliverables, the products being built, the IT technology involved, the level of expertise, the responsibility and professionalism of the stakeholders including the project manager, but due to intercultural factors. The PMP-PMI Model (PMBOK) describes 10 areas: Cost Management, Time Management, Scope Management, Risk Management, Quality Management, Procurement Management, Integration Management, Stakeholder Management, Human Resources Management and Communication Management. An IT project is considered successful if the customer is happy, but technically and formally if the TEAM was able to meet the triple constraint set up by time/cost/scope. This happy ending is not possible if the project manager and the team as a whole are not able to confront, attack and solve the issues associated with Human Resources Management, Stakeholder Management and specially Communication Management. These three areas are highly influenced by Intercultural factors like language, race, age, gender, religion, sexual preferences, beliefs, habits, etc., becoming their analysis an essential task if we want to accomplish and guarantee a favorable outcome. This position paper concludes in contradiction with what is a very common believe between many technical project managers that the most important factors to take in consideration for the success of an IT project management is the careful and planned attention to the potential issues and challenges associated with the cross-cultural communication and the human resources implicated in the projects. This paper will describe the cultural dimensions, issues and challenges associated with Intercultural Project Management for IT.
3

Technical, Organizational and Cross-cultural issues associated with the deployment of Customer Relationship Management (CRM) in Transnational and Global Multicultural Organizations

63%
Isern G., Sena G.
Journal of Intercultural Management
|
2015
|
vol. 6
|
issue 3
187-196
EN
In the past few years the way in which, organizations, companies and corporations structure themselves has given a 180 degrees turnaround, switching from a structure based in products to a structure based in customers. The first big change was the introduction and use of Enterprise Resource Planning Systems (ERP) like SAP and Oracle. Those ERP systems changed the way in which the information was managed in large corporations including now a central database and visualizing the structures and functions of the corporation by business processes and not by business areas. Also lately with the advent of the WEB 2.0, the boom of the social media and the big data analytics areas, business, marketing and the relation with the customer has totally changed. One of the most important drivers for this turnaround is the adoption of Customer Relationship Management (CRM). CRM is supporting software designed to improve the relation with the current customers (loyalty) using modern social media and massive marketing technologies. This paper introduces the organizational issues of cross-cultural communication associated with the integration between marketing, customer service, and complaint management with information technology. In highly competitive environments a lot of organizations intent to construct a relationship with their current customers, since the cost involved in capturing new ones is a lot higher than the cost of retaining the current ones. The most crucial factor is the understanding of the clients and their values, norms, traditions, language, religions, perceptions, thoughts in few words their culture. So this cultural dimension analysis is essential and the development of a formal taxonomy or cultural concern framework a need. This paper will deal with the dimension concerns from the technical, cultural and organizational point of view needed to build this framework in order to avoid the terrible consequences of a wrong interaction with the customers due to cultural issues.
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