Organisational Culture

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Project Culture

10% Of project investement is wasted by ineffectively executed projects - PMI

Think about the typical functional organisation and the frictions that (occasionally / often / constantly) exist between the functions, where the values of one group may compete with, or contradict, the values of other groups. 

Now think about projects, where any and all cultural complexities are exacerbated.

Projects often have complicated organisational structures and hierarchies, and project cultures inevitably reflect this complexity.

 

Let's consider potential project structures:

  • Project Management Teams often comprise of sub-project teams focussed on specific aspects of project execution.

  • PMT’s are usually examples of the balanced matrix type organisation, meaning that each team member also belongs to a functional group.

  • This complexity is compounded in the context of Joint Venture projects, where individual partners may provide functionally specific personnel.

  • Then there is the concept of Integrated Management Teams. Whilst these can undoubtedly bring transactional benefits, they are often little more than window dressing from a cultural perspective; scratch beneath the surface and cultural tensions abound.

  • Finally, there are often situations where some PMT members will be contracted specifically for the project, whilst others will be company employees.

There are, therefore, numerous work groups, and subcultures, that a PMT member may belong to, with complementing, competing or contradictory demands or expectations, stated or implied, coming from a number of group/sub-group leaders.

The strength of the culture that emerging leaders establish, will determine whether they gain influence, whilst other leaders lose influence. The best leaders are those who recognise whether this increase or reduction in their influence is in the interest of the global collective.

All these work and social groups exert influence to create individual and group perspectives, shaping perceptions, influencing attitudes, predicting behaviours, and, ultimately, determining performance.

We understand Project Culture, and we know how to structure and guide projects to deliver a positive and effective culture.