In general, the focal points of each project method may on the one hand reflect a structural and cultural weakness of the surrounding system. In this situation people are aware of this weakness and the models reflect this awareness. On the other hand, the focal points of the project method may reflect blind spots, resulting in bias and weaknesses.

The lack of research is demonstrated by the following list of project variables and the possible effect of culture on these variables. This list also shows that a more comprehensive theoretical framework for classifying projects, their variables and the effects of culture is required, as well as the ways and means to use them in practice.

▼ Cultural context: economic

system, state, region, sector,

organisation

▼ Culture type: e.g. Dreimüller,

Hofstede Organisational

Culture Model

▼ Nature of the project (internal –

external, duration, scope,

complexity, number of people

involved, number of degrees of

freedom, research required or

not, sub-projects or not, on its

own or part of a programme) ▼ Project organisation

(management: method, on

process or content;

organisation: different per

phase or not; internal: matrix,

co-ordination; external; control;

actors and their participation)

▼ Scope / responsibility

▼ Result of the project (product,

service, change, other;

content: technical,

organisation, cultural)

▼ Parent organisation

(organisational characteristics;

parent and project; sector)