Page 546 - Using MIS

514 tHe InternatIonal DIMenSIon International MIS

different countries. Both responses are problematic. The first response requires conversion of
the organization to different work processes, and, as you learned in Chapter 7, such conversion
can be exceedingly difficult. People resist change, and they will do so with vehemence if the
change violates cultural norms.
The second response is easier to implement, but it creates system design challenges. It also
means that, in truth, there is not one system, but many.
In spite of the problems, both responses are used. For example, SAP, Oracle, and other ERP
vendors define standard business processes via the inherent procedures in their software prod-
ucts. Many organizations attempt to enforce those standard procedures. When it becomes orga-
nizationally infeasible to do so, organizations develop exceptions to those inherent procedures
and develop programs to handle the exceptions. This choice means high maintenance expense.

What Are the Challenges of International Project Management?
Managing a global IS development project is difficult because of project size and complexity.
Requirements are complex, many resources are required, and numerous people are involved.
Team members speak different languages, live in different cultures, work in different time zones,
and seldom meet face to face.
One way to understand how these factors affect global project management is to con-
sider each of the project management knowledge areas as set out by the International Project
®
Management Institute’s document, the PMBOK Guide (www.pmi.org/PMBOK-Guide-and-
Standards.aspx). Figure ID-9 summarizes challenges for each knowledge area. Project integra-
tion is more difficult because international development projects require the complex integra-
tion of results from distributed work groups. Also, task dependencies can span teams working in
different countries, increasing the difficulty of task management.
The scope and requirements definition for international IS is more difficult, as just dis-
cussed. Time management is more difficult because teams in different cultures and countries
work at different rates. Some cultures have a 35-hour workweek, and some have a 60-hour
workweek. Some cultures expect 6-week vacations, and some expect 2 weeks. Some cultures

Knowledge Areas Challenge
Complex integration of results from distributed work groups.
Project integration Management of dependencies of tasks from physically and culturally
dierent work groups.
Requirements Need to support multiple versions of underlying business processes.
(scope) Possibly substantial dierences in requirements and procedures.
Time Development rates vary among cultures and countries.
Cost of development varies widely among countries. Two members
performing the same work in dierent countries may be paid
Cost
substantially dierent rates. Moving work among teams may
dramatically change costs.
Quality standards vary among cultures. Dierent expectations of
Quality quality may result in an inconsistent system.

Worker expectations dier. Compensation, rewards, work
Human resources
conditions vary widely.
Geographic, language, and cultural distance among team members
Communications
impedes eective communication.
Figure ID-9 Risk Development risk is higher. Easy to lose control.
Challenges for International IS Procurement Complications of international trade.
Project Management