Main Shadow-spheres found in project management culture

2017 ◽  
pp. 189-191
Author(s):  
Joana Bértholo
Keyword(s):  
Project Management ◽  
Management Culture

Steering Start-Ups' Organizational Behavior Through Development of Project Management Practices

2020 ◽  
pp. 324-343
Author(s):  
Igor Vrečko ◽  
Aljaž Skaza
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Organizational Behavior ◽  
Management Practices ◽  
Organizational Structures ◽  
Management Culture ◽  
Operating Rules ◽  
Definition Of ◽  
Start Ups ◽  
Principles Of Learning

Start-ups are only in the initial life cycle phases, which exposes them to many specific challenges and increases threats of business cessation. Because of their youth, the do not yet have formal organizational structures and operating rules. This also applies to the area of project management. In this chapter, the authors deal with the success of start-ups' projects and the characteristics of their project management culture. Although the success of projects and project management culture is relatively often discussed in the literature, it is generally done in the context of large companies, not start-ups. The research has shown that projects represent a large part of the start-ups' businesses, and that there is a significant high awareness of the importance of project preparation and the definition of objectives, as well as a caution in defining the roles and organization. In these companies we can notice quite a coherence with the principles of learning organizations, especially the importance of learning from experiences and transferring knowledge among the participants in the project.

scholarly journals The Development Of A Diagnostic ‘Project Management Culture’ Assessment Tool (Part 2)

2006 ◽  
Vol 4 (1) ◽  
Author(s):  
Yvonne Du Plessis ◽  
Crystal Hoole
Keyword(s):  
Project Management ◽  
Assessment Tool ◽  
Project Work ◽  
Diagnostic Instrument ◽  
Management Approach ◽  
Cronbach Alpha ◽  
Management Culture ◽  
Overall Reliability

The growing interest in project management as a management approach requires organisations to adopt an operational culture that supports project management principles and practices. The availability of an empirically developed assessment tool would enable organisations to assess their present organisational culture's readiness for project work. The aim of this study is to develop a diagnostic instrument that can measure the operational ‘project management culture’ in organisations. The final tool (PMCAT) comprises of a five-factor scale. The overall reliability of the items in this scale was highly acceptable with a Cronbach alpha above 0,70. The tool has a high validity with a inter- item correlation above 0,32.

scholarly journals Towards a strategy for project management implementation

1999 ◽  
Vol 30 (2) ◽  
pp. 33-38 ◽  
Author(s):  
Chris J. Brown
Keyword(s):  
Project Management ◽  
Strategic Management ◽  
Functional Approach ◽  
Management Level ◽  
Management Culture ◽  
Work Breakdown Structure ◽  
Management Intervention ◽  
Basic Tenet ◽  
Complex Process ◽  
Firm Commitment

The basic tenet of this article is that the implementation of project management as a way of managing, in formerly functionally structured organisations, is a complex process requiring strategic management intervention. The three outstanding issues contributing to this complexity are expounded. These are differing characteristics of the range of an organisation's projects that must be provided for: the inherent characteristics of functional organisations inhibiting to a cross-functional approach that need to be overcome: and the very necessary mind shift to the project management culture that needs to be instilled. The ground rules for project management implementation is laid down by way of eight questions that must be answered on top management level. These resolve around a firm commitment to the replacement of old, seemingly well proven practices as well as around the implications and consequences for the organisations. The article then proceeds with proposing framework for the process of project management and implementation. This is presented in seven steps, concluding that the implementation should be approached as a project in own right. To that effect a generic work breakdown structure is offered as a guideline.

Introducing a project management culture

1991 ◽  
Vol 9 (4) ◽  
pp. 437-443 ◽  
Author(s):  
Gareth Firth ◽  
Riva Krut
Keyword(s):  
Project Management ◽  
Management Culture

Project Management Culture

2017 ◽  
pp. 226-241
Author(s):  
Tomasz Kopczynski
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Social Factors ◽  
Complex Environment ◽  
Management Culture ◽  
Role Based

The chapter outlines the importance and influence of organizational culture on contemporary project management in the context of variable and complex environment. The main objective of the study is to show what shapes the culture of project management and how it influences the effectiveness of managing projects in circumstances of the contemporary environment. Individual chapters disclose the essence and importance of organizational culture; besides, attention is brought to factors that form the culture of project management with a specific emphasis on social factors, which play the key role. Based on the results of research carried out in Polish companies, the last part of the chapter presents the influence of organizational culture and forming it factors on effectiveness of project management. It also displays the most important aspects of project management culture that influence the effectiveness of project management in realities of today's environment.

scholarly journals Social Project Culture: A New Project Management Culture to Promote the Sustainable Development of Organizations

2019 ◽  
Vol 11 (1) ◽  
pp. 202 ◽  
Author(s):  
Hailing Wang ◽  
Libiao Bai ◽  
Ning Huang ◽  
Qiang Du ◽  
Tingting Zhang
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Behavior Management ◽  
Mature Stage ◽  
Social Aspect ◽  
The Sustainable Development ◽  
Management Culture ◽  
Market Management ◽  
Social Project ◽  
Project Culture

With economic development and globalization, more organizations have been cooperating with foreign enterprises, which brings not only opportunities but also management difficulties and competitions with organizations. Organizations must improve their management and adapt to changing market conditions and the requirements and needs of its customers to maintain and strengthen its position in the market. Management by Project (MBP) uses technical methods of modern project management (PM) to manage various tasks and activities that are considered as projects. It is an effective way to solve management problems and improve management levels and enterprise competitiveness. However, few small and medium-sized enterprises apply MBP in their operation and management processes. Therefore, this paper presents a new idea to promote the application of MBP and the formation of a PM culture within society. In this paper, we searched a major database using the systematic literature review method and analyzed the articles directly or indirectly linked to our paper to obtain literature supporting the views of this article. First, this paper presents a new kind of management culture from the social aspect, termed as Social Project Culture (SPC), which can promote sustainable development and improve the management level and efficiency of organizations by promoting MBP application across society. Second, by analyzing the SPC definition, its three functions, i.e., project management behavior, management and risk control capacity, and international competitiveness, are provided. Then, to help organizations apply this method, an evolutionary path is proposed, including the creation stage, formative stage, mature stage, and heritage stage. Finally, to ensure the continued optimization of SPC, four safeguard measures in terms of theory, institution, behavior, and ideology are proposed.

scholarly journals An Operational ’Project Management Culture’ Framework (Part 1)

2006 ◽  
Vol 4 (1) ◽  
Author(s):  
Yvonne Du Plessis ◽  
Crystal Hoole
Keyword(s):  
Project Management ◽  
Organisational Culture ◽  
Project Managers ◽  
Project Work ◽  
Survey Questionnaire ◽  
Four Dimensions ◽  
Management Culture ◽  
Project Environment ◽  
Mapping Process ◽  
Definition Of

The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed.

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