Introduction Studies on completed projects indicate that most of the projects fail to meet their intentional outlay and duration. The failures of the projects are attributed to the cultural diversity of the organization within which the organization originates. Most of the project managers as well as the management scholars agree that cultural diversity has an impact on the projects performance. The major goal of this report is to identify the extent to which cultural diversity affects the projects execution. The paper will be focusing on the attitudes and some of the factors connected to the project top and line managers’ attitudes in connection to the internal set of laws as well as with respect to the project managers’ prescribed influence. In essence, the paper will seek to answer the question of whether cultural diversity has an impact on the project management and how cultural diversity can become a barrier to the attainment of the project goals. The paper will focus on the advantages of multi-cultural teams within the project and how such multiculturalism can be applied to provide solutions to the challenges of working within the dynamic environment where uncertainties are ever increasing. Secondly, the paper will examine how cultural diversity becomes a barrier to the attainment of the project goals. The advantages of multicultural teams on the project management Managers of international projects are capable of applying innovations to move away from the normal forms of projects management and obtain competitive advantage as well as improve the chances for accomplishing the projects goals. The current concept in managing cross-cultural teams is the crossvergence. Crossvergence is a concept that combines management practices of several cultures in such a way that performances applicable to the varied culture can be attained. Lee, Roehl and Choe (2000) assert that global teams are capable of providing a wide array of essentials required for successful combination of dissimilar project management practices. People originating from various companies and country cultures have enhanced diverse experiences and management skills that can be applied by the project managers for the attainment of the project goals. Another concept that can be applied in the cross-cultural management within a project is the hybridization. Hybridization is the application of the common cultural knowledge augmented with successful practices from the countries where the project is supposed to be carried out or may be drawn from the original culture of a team member. Project managers should also expect diverse behaviors even when working with team members from the same country (Poon et al., 2005). The fact is that cultural norms and values are determined by many factors and not only by the team members’ nationality. The experiences, gender age, education levels and job functions shape the individual beliefs and practices that can be displayed during the project implementation process. All these beliefs and practices can be combined together to form a coalesced part that enhances the project performance. All these factors should be taken into consideration when undertaking a global project for the first time. In circumstances where a team member have a cultural origin that is unique, Hofstede cultural dimension can be applied to understand the general mind set as well as cultural patt