Paradox and project management culture

Although many organizations have heavily invested in project offices, process improvements, software tools, and training, cultural rigidity often prevents these changes from being effectively implemented. A culturally rigid organization is stony ground for sowing project management capabilities. This article discusses some of the reasons why functional managers are reluctant to adopt project management and offers ways to crusade effectively on its behalf. Organizational culture is full of paradoxes, among which is the idea that functional management and project management can only exist at each other's expense. An effective project management culture finds ways to balance generalization with specialization and activates functional competencies and processes without taking anything away from functional managers.
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