This document discusses how culture can impact project management. It notes that culture affects how projects are perceived, managed, and resourced. Culture is examined at the individual, organizational, and micro-cultural levels. The document provides examples of how project management can be viewed as either a blocker or enabler within an organizational culture. It emphasizes the importance of understanding different frames of reference, as perception is reality. The document concludes that flexibility and adaptability are needed, as perceptions of reality vary and project management may need to adapt more than organizational culture.

1. People
Culture, effects on Communication
© Association for Project Management
Image: FreeDigitalPhotos.net
©APM People SIG June 2012
Many Thanks to co writers , Sheilina Somani and
Irene MacDonald

2. People
Tuckman
© 2012 Association for Project Management
©APM People SIG June 2012

3. People
Warming ...
 Warming©
is a state of re-convening
 It can only occur with a past performing team (recent
or distant past)
 It enables a team to
– Re-familiarise
– Re-establish connections
– Dispense with individuality
– Returning to their performing team
© 2012 Association for Project Management
©APM People SIG June 2012

4. People
Interactive bit
 Everybody in their groups write 2 interesting
facts about them self.
 Mix them and pick out 2 at random
 Talk 1:1 with different members of the group ,
when you find the person relating to the fact ,
return their slip.
 Not allow to ask direct question about the
facts.
© 2012 Association for Project Management

5. People
© Association for Project Management
Overview
 Culture in Context
 Organisational Culture
 Perception is reality
 Changing PM to Prevailing Organisation
 Micro Cultures
 Closing Summary
 Resources
Image: FreeDigitalPhotos.net

6. People
Culture in Context
© 2012 Association for Project Management
Image: FreeDigitalPhotos.net

7. People
Cultural Context - Individual
© 2012 Association for Project Management
Individua
l

8. People
Culture affects how projects are …
 Perceived
 Managed
 Resourced
And, therefore …
 Successfully delivered Image: FreeDigitalPhotos.net

9. People
Culture affects perception
 Bureaucratic
 Trendy
 Expensive
 Threatening
 Suspicious
© 2012 Association for Project Management
 Chaotic
 Disruptive
 Exciting
 Useful
 Beneficial
Image: FreeDigitalPhotos.net

10. People
Culture affects management
 Leadership
 Buy in
 Matrix structure
 Authority
© 2012 Association for Project Management
 Accountability
 Reporting
 Recognition
 Sponsorship

11. People
Culture affects resourcing
 People
 Communications
 Funding
 Sponsorship
© 2012 Association for Project Management
 Technical approach
 Specialism
 User input

12. People
Culture affects successful delivery
 Inclusivity – inclusion in operating environment
 Respect for project management practices
 Support from sponsors
 Recognition for added value
© 2012 Association for Project Management

13. People
© Association for Project Management
Organisational Culture
 How do organisations view project management?
 Is there an ideal culture?
 What are the current approaches ?
 Do we change culture or change PM?

14. People
DISCRETION
BUREAUCRATIC
MECHANISTIC ANARCHIC
Silos
No joined up thinking
Sacrificing others
Who shouts loudest
Innovative
Adolescent
Traditional
Slow
Process focused
Frustrating
Bypassing
Procedures, roles, levels, policies, rules
Self, silos, dysfunctional
Suppressed conflict
The need for cabinet
Collectivity
Idealistic
Meshed, people focussed, working
together, supportive
ORGANIC
INTEGRATION
Power, politics, centred
Power bases
Ego centric
Bottlenecked
Established
Banks, Financial Services WWF, Charities
Retail, Public Services, Gov Depts Creative, Arts, R&D, Music
Typical Organisational Culture

15. People
© Association for Project Management
How is project management seen
in your organisation ...
 Blocker?
 Enabler?
I’ve a clear
plan and
know what I’m
delivering
Projects
cause
unnecessary
discomfort
It’s a fad with
lots of
meaningless
jargon
Proper Project
management
would be the
answer …

16. People
© Association for Project Management
Examples of blockers …
 Why do we need project management?
 Every project is different
 It’s bureaucracy!
 A methodology eg Prince2?
 Discipline, Audit, Policing?
 Way of stifling creativity!
 Stealing the glory?

17. People
© Association for Project Management
Examples of enablers…
 Provide order
 Project prioritisation
 Benefits realisation
 Complete tasks
 Visible controls
 Management transparency
 Facilitate quiet competence

18. People
How to build effective project management in to
our organisational culture?
– Respect existing norms
– Acknowledge current practices
– Provide a context in which project management is
recognised as adding value
– Demonstrate cognisance of business as usual (BAU)
– Leverage difference
– Seek out diverse opinion
© Association for Project Management
The Challenge

19. People
Frames of Reference
Perception is Reality
How do different frames of reference affect
the way we run our projects?

20. People
Interactive
© Association for Project Management
For the examples shown , discuss alternative View points
Any other examples ?

21. People
Subjectivity - Reframing
Fact View 1 View 2 or 3
They are wearing a
crucifix
They clearly have faith
We maintain
comprehensive
records
Good – I’m covered if there
is an audit
You must swipe in
and out of each
location
At least if there’s an
emergency they’ll know
who’s in the building;
security is maintained
30% of my time is
working from home
I can achieve more, faster,
and without having to
commute.

22. People
Subjectivity - Reframing

23. People
Framing … changes over time …
© Association for Project Management
 Influenced by mood and emotion
 Contextual, driven by events
 Impacted by external forces
 Affected by peer pressure
 Perception of criticality/responsibility

24. People
© Association for Project Management
An organisation typically values …
 Tangible outcomes
 Achievement of conventional project
parameters
 Emotional, subjective judgements of
success
 Revenue generation
 Sustainability

25. People
A group of individuals represents...
 Different languages
 Varied behaviours
 Diverse decision making practices
 Independent approaches
 Absence of common processes
 Uncertainty in environment
 Isolated thinking – confident vs fearful

26. People
© Association for Project Management
Understand the Potential for Flexibility
 Terminology and language
 Objectives and targets
 Methodology/documentation
 Organisation structure and roles
 Control, approval, sign-off
 Sponsorship
 Communication
 Systems and tools
 Compliance and governance

27. People
© Association for Project Management
Communication Strategies
 Empathy
 Accessibilty
 Avoid jargon
 De-cluttering
 Explain acroynms
 Clear definitions
 Use Images
 Appropriateness
 Communication styles
 Flexible
 Avoid elitism
 Inclusive
These tips apply equally to individual, group, team, micro
and organisational cultures

28. People
© Association for Project Management
Closing Summary
 Culture has multiple dimensions and layers
– Individual
– Organisational
– Micro
 Flexibility and adaptability are pre-requisites
 Perceptions of reality vary widely
 Project management can be more readily adapted than
changing an organisational culture
 Micro cultures co-exist within organisational cultures

29. People
References
 People SIG Website
– Forum threads
– Workshops
– Presentations
– Articles from the People SIG Community
© 2012 Association for Project Management

30. People
© Association for Project Management
Comments and Questions?
please contact
peoplesig@apm.org.uk