Abstract
We compare activators and inhibitors of project management (PM) for information technology (IT) projects in Indonesia and the UK and show how they are influenced by cultural differences between the two countries. Our findings come from an empirical case study that we conducted in 2007/2008 using a survey. We show that our results are statistically significant and give reasons for the differences we found. Furthermore, we highlight conclusions that can be drawn by the IT PM community from our study.