TAILIEUCHUNG - A Collaborative Project Management Architecture

The culture framework helps us to understand culturally diverse project stakeholders better. Yet, they are not tailored to the context of project management. Kathrin Köster have selected the most relevant culture dimensions with regard to project management and summarized them in the so-called cultural gap tool. Those are dimensions derived from business practice. Being bi-polar, the culture gap tool also simplifies cultures and is not suited to describe and analyses the behavior of a single stakeholder. Used properly, it instead highlights the biggest cultural differences between major stakeholders such as the project manager, the customer and the project team. It. | Proceedings of the 36th Hawaii International Conference on System Sciences - 2003 A Collaborative Project Management Architecture Fang Chen University of Arizona F Chen@CMI. Arizona. EDU Nicholas C. Romano Jr. Oklahoma State University Nicholas-Romano@ Jay F. Nunamaker Jr University of Arizona Jnunamaker@ Robert O. Briggs University of Arizona RBriggs@cmi. arizona. edu Abstract The Project Management PM paradigm is rapidly shifting due to business globalization and information technology IT advances that support distributed and virtual project teams. Traditional PM focuses on a single project at a single location 16 and is more concerned with project inputs and outputs than with project process 51 . Management in the past implied projects were conducted with a top down view 13 . The PM paradigm has begun to change due to the increasing number of distributed projects involving project collaborators from different locations organizations and cultures 27 . Current and future PM will be more concerned with tracking project work processes and efficient and effective sharing of information and knowledge among project contributors. High-levels of collaboration will become essential for distributed project success. Task interdependence and member distribution across time space and technology will make high degrees of collaboration necessary to accomplish project work. Adequate and timely sharing of information and knowledge in all directions proactive change management and process monitoring are some of the important factors required for successful project collaboration 36 . In this article we review problems associated with traditional PM scenarios explain how collaborative PM can provide solutions present a comparison of current commercial collaborative PM tools and propose a collaborative PM architecture to address the challenges facing distributed projects teams. Keywords Collaborative Project Management Architecture Explicit .

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