Case Study:
Executives today have a much better understanding of and appreciation for project management than did their predecessors. Early on, project management was seen as simply scheduling a project and then managing the project using network-based software. Today, this parochial view has changed significantly. Project management is now a necessity for survival. However, as with any other major initiative, the organisation's leadership must champion and support a project management initiative. Without that support, any such initiative is doomed to failure. More importantly, an organisation's leadership helps to set the culture of the organisation by their actions, policies, communications, and support for initiatives. If that support is lacking, the organisation's culture is unlikely to accept a project management initiative.
Perhaps the most significant characteristic of companies which are excellent in project management is their culture. Successful implementation of project management creates an organisation and culture which can change rapidly with the demands of each project while adapting quickly to a constantly changing environment. Successful companies have to cope with change in real time and live with the potential disorder that comes with it.
Change is inevitable in project-driven organisations. As such, excellent companies have come to the realisation that competitive success can be achieved only if the organisation has achieved a culture which promotes the necessary behaviour. Corporate cultures can take years to change. Also, if even one executive refuses to support a potentially good project management culture, disaster can result.
Corporate cultures may take a long time to create and be put into place, but they can be torn down overnight. Corporate cultures for project management are based on organisational behaviour, not processes. Corporate cultures reflect the goals, beliefs, and aspirations of senior management. The personal whims of one executive who refuses to support project management can waste the years taken to build a good culture.
Strong cultures can form when project management is viewed as a profession and is supported strongly by senior management. A strong culture can also be viewed as a primary business differentiator. Strong cultures can focus on either a formal or informal project management approach. However, as with the formation of any culture, there are always barriers to be overcome. Often, the biggest barrier is convincing management that they do not have to continue managing all the projects. They can manage the project managers and let the project managers manage the projects.
In good cultures, the role and responsibilities of the project manager are clearly identified, supported by executive management, and understood by everyone in the organisation. Good leadership supports the project managers in their job, helping them in the decision-making process and providing them the needed tools and training to do their job.
Complete the following Questions:
- Think of an organisation you have been a part of, either your current organisation or a previous one. Examine and describe the aspects of that organisation's corporate culture which would support project portfolio management and take on the challenges involved in getting those aspects embraced by the organisation.
- Review the McElroy Translation Company case in Kerzner and analyse the cultural challenges that presented barriers to adopting project management, and the steps that the senior leadership of this firm had to take to get project management embraced by the organisation.