where did we go wrong

Where did we go wrong?

The role culture plays inmanaging successful projects in

complex organizations

About the Presenter

Kevin Feenan CEO of Knomaze Corporation. • Over 25 years experience in IM/IT • MBA from University of Toronto• Doctorate in Organizational Design and

Leadership with the University of Phoenix (ABD)• Sr. PM @ Agriculture and Agri-Foods Canada

OrganizationalComplexity• Five Generic

Organizational Structures

• Simple• Machine Bureaucracy• Professional• Divisionalised• Adhocracy

Conflicting

• Divisional forms of organization are common place

however• Adhocracy based

teams develop when projects span control boundaries

Dimensions of Culture

• Consistency• Individualism• Competing• People Centrality• Ration• Egalitarian• Internal Drive• Stable Continuity• Long-term

• Pragmatism• Group Orientation• Partnership• Result Centrality• Inspirational• Hierarchical• Responsiveness• Dynamic Change• Short-term

Cultural Hotspots

PM is pulled from the mid-line of one

primary branch

PM span of control is lateral, not vertical

You’re not my boss

Cultural Hotspots

That decision is above my pay-grade

Ineffective / blocked communications

Cultural Hotspots

Not my responsibility

Weak strategic planning across

branches / teams

Cultural Hotspots

When did this happen?

Lack of strategic direction

Cultural Hotspots

• Language Training• Retirement• Lateral Moves• Promotion• Consultant Turnover

Cultural Hotspots

Was told to go do something else

Branch / Team Assignments

Project Responsibilities

Cultural Hotspots

Nobody asked me

Failure to leverage knowledge assets

Cultural Hotspots

What do you mean she’s gone?

Failure to retain knowledge assets

Cultural Hotspots

Its not a risk, we still have time to fix it.

Inability to learn from past mistakes or consider lessons

learned

What is reallyhappening?Structural• Pragmatic• Rational• Competing

Human Res.• Individualism• Short-term

Political• Results Centric• Hierarchical• Internally Driven

Symbolic• Dynamic Change

What should behappening?Structural• Consistency• Inspirational• Partnership

Human Res.• Group Orientation• Long-term

Political• People Centric• Egalitarian• Responsiveness

Symbolic• Stable Continuity

Typical Management Response• Reorganize• Rebrand• Reassign• Re-scope• Redefine• Revoke

Successful projects begin with healthy and stable cultures

Alternative Approaches

• Build cultural elements into the strategic plan of the organization

• Get to know the culture both horizontally and vertically

• Remove cultural barriers• Celebrate mistakes• Identify knowledge assets

Auditing & Control

• Stakeholder analysis should drive the project structure and governance

• Establish metrics for cultural engagement• Ensure there is at least one senior knowledge

asset in control of the project at all times• Include a cultural component to contingency

estimates.

About the Company

Knomaze Corporation• Incorporated 1997• Client References: Bell Canada, Bell

Mobility, Xerox, EDS, AAFC• Projects $2-25M• ktfeenan@knomaze.com• 613 276 1911

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