The cultural ambience of project management--another look

Project managers effectively increase their chances for successfully realizing projects when they use proven tools and techniques and when they obtain their organization's support. This article examines organizational culture in relation to project management; more specifically, it conceptualizes a model of a supportive project management culture. In doing so, it describes the meaning of culture and the nature of organizational culture; it identifies the factors that researchers and practitioners can analyze when attempting to understand an organization's culture. It then explains four strategies for practicing project management and the influence these strategies have on an organization's culture; it discusses these influences in relation to the cultures of five corporations: Digital Equipment Corporation (DEC), General Electric (GE), McDonnell Douglas, Intel, and 3M.
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