Collisions Between Culture and Project Management – An Aboriginal Perspective

The Project Management Body of Knowledge makes practically no mention of culture as a factor in the study and execution of Project Management. However, a vast amount of material is available that emphasizes how culture plays an integral part in today’s business and assists business executives navigate within a cross-cultural world. This unequal focus on culture in general business management vis-à-vis Project Management is the focus of this study. This thesis explores this problem domain by investigating the role that cultural differences play in managing projects within Aboriginal communities of Canada. A research model was developed after reviewing the theoretical framework associated with the business case for engagement, issues related to communication, and factors relevant for cultural differences. This model was then tested through interviews with both Aboriginal community development leaders and representatives from Canadian corporations. The validity of the research model was determined based on the information obtained from the interviews. This study unveils critical success factors based on cultural differences for Project Management in general and for managing projects that involve Aboriginal communities and Canadian corporations in particular.