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The objective of this piece of research was to find out; to what extent a Software Development Methodology be used in Finance and Controlling, if the perceived benefits of agile methodology (Scrum) are similar to those obtained in Software Development, to what extent the practice of agile scrum in Finance and Controlling deviates from the theory (Scrum Guide). The following was found out about the use of agile scrum in Finance and Controlling. It cannot work on all projects. It will only be effective for projects; with complex problems, with unknown solutions, in unstable environments, with motivated teams requiring input or feedback from end users. Moreover, the results of the conducted online survey helped in finding out that the benefits achieved from the use of agile scrum in Finance and Controlling are similar to those achieved in Software Development. Lastly, the use of scrum in an analysed example in Finance and Controlling was deviating from the theory (The Scrum Guide). For example, a team had three Product Owners responsible for decision making, whereas it is required by the scrum guide to have just one. This resulted to a slow decision making process.
Nowadays companies operate highly international. Therefore intercultural projects correspondently increase. So far there is a lack of literature about the influences of culture on project management, especially when the project is about a worldwide process standardization.
The present Bachelor Thesis starts at this point and analyzes the international project IVR2020 at the company MAN Truck & Bus by means of a written survey.
As the process was developed in the German headquarters the basic assumption was that the more different a country is compared to Germany the more challenges will occur.
Here it was concentrated on the influencing aspect of culture.
Therefor the cultural dimensions developed by Hofstede were considered and a cumulated difference in the form of a number was derived for each country. Those were brought into correlation to the occurring challenges that were determined by a written survey of the project managers and sales managers that are already far enough in the process to give reliable answers.
The correlation analysis leaded to the result that none of the formulated hypotheses could be confirmed. However there where relatively strong negative correlation that indeed
disproved the hypotheses but leaded to the assumption that there might be correlations between the single cultural dimensions and the different facets of challenges. This turned out to be correct for some of the cultural dimensions.
Resulting from these correlations cautious predictions for the countries in which the IVR2020 process will follow in near future were made.
Furthermore the concrete problem fields for MAN Truck & Bus and their causes were evaluated. Based on the findings in literature and the analysis of the written survey recommendations for future similar projects were deviated.
Challenges in a multi-country and multinational project environment within a matrix organization
(2015)
Comau S.p.A. -Powertrain- (PWT) mainly manages its projects on a multinational level. In the past, several issues were identified some of which can be attributed to the complexity of a matrix organizational structure. Therefore, the aim of this thesis is to investigate whether PWT project teams are still experiencing certain issues while working in multi-country projects and to develop certain proposals for improvement by analysing the possible causes. For this purpose a survey was conducted among project participants to identify the present issues and to discover the reasons for their occurrence. In addition, an analysis of cultural differences was performed also based on secondary data to examine the influences of cultural differences on employees’ perceptions. The results of the analysis indicated that some of the project teams are still facing certain issues while collaborating across regions and functions. Therefore, the importance of a better communication of certain defined roles was identified. In addition, an increasing awareness of the Responsibility Assignment Matrix (RAM) as a tool for also obtaining the overall agreement of project responsibilities and as team building measure was recognized as important. Moreover, to obtain new insights into present issues from the perspectives of the project teams and for further research purpose, the execution of a workshop including all survey participants was stated as potentially worthwhile.