An empirical analysis of project management in a selected industrial area in the People's Republic of China
Critics of Chinese business practices state that while the country possesses a large number of potential workers, its workforce lacks the skills and training to perform efficiently and effectively. This article examines the practice of managing projects in China. It identifies ten legacies from the country's cultural revolution that are detrimental to realizing projects; it describes the methodology used to administer a 28-question survey to 25 Chinese project professionals. It then reports the survey's findings in relation to the eight areas studied: job titles, project offices, nature of the labor force, availability of materials, worker motivation and performance, communications, work quality, and finance and contracts. It analyzes the impact of the survey's results. It concludes by identifying the areas in which Chinese project management is weak and the areas in which it is strong.