This article was originally published on IPMA International. Written by Professor Jiwat Ram.
It is often suggested that organizations progress or perish courtesy their culture. In simple words, culture is a microcosm of unwritten norms, values, behavioural tendencies, and ways of doing things that are peculiarly characteristics of a system, such as an organization.
In a normal business organization with a more or less stable set of employees, culture will be quite well entrenched deep down in the foundation of organization and will be at the core of driving actions and behaviours of the organization; not varying great deal over extended periods of time unless something catastrophic happens. In fact, people not aligning themselves with the culture may even have to leave
the organization, hence the culture remaining intact most of the times, if not all. In hindsight, culture seems to be the only element in an organization that out-last most of the other elements, even the people and leaders who created the organization in the first place.
Project organizations are not different from non-project organizations as far as culture is concerned. Project organizations too have their own culture which can be termed as project management (PM) culture. Albeit to certain extent, PM culture varies with the changing eco-system of the project and the team composition.
In an organization that churns out a lot of projects with team members sharing work across several projects, the extent to which PM culture varies will be limited across the projects in that organization. Moreover, PM culture is often influenced by set of processes, hence if the processes are same, it is possible that the culture does not vary great deal. Continue reading “Project Management Culture: Necessity or Nuisance?”