marcel veenswijk professor management of cultural change vrije universiteit amsterdam
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The Culture of Project Management NETLIPSE , Zurich, October 20 th. Marcel Veenswijk Professor Management of Cultural Change Vrije Universiteit Amsterdam. Introduction. The Culture of Project Management. Understanding Daily Life in Complex Megaprojects. - PowerPoint PPT PresentationTRANSCRIPT
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Marcel Veenswijk Professor Management of Cultural ChangeVrije Universiteit AmsterdamThe Culture of Project Management
NETLIPSE, Zurich, October 20th
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IntroductionThe Culture of Project Management. Understanding Daily Life in Complex Megaprojects
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Is Culture relevant for Projects.? All over the place where people work together;Driver of collaboration between (public and private) partners;Defines environmental orientations and generates identity;More general: Interpretation web which frames processes of internal integration and external adaption
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A Cultural Perspective on Mega-ProjectsOrganizations as Cultures:Multi-layered configuration; Shared meaning; Rooted in history; Reproduced and modified in interaction;Manifest on different layers of reality.
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*Artifacts:Symbols, Rituals, LanguageValues and norms:orientations of awareness (environment, organization, clients)Basic Assumptions: Implicit assumptions (time and space)
Layers in organizational culture
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When/Why is Culture an issue in ProjectsEconomic crisis:quest for new conceptsExplosive studies Peters&Waterman and Deal&KennedyDownselling grand narrative rational managementBirth integration perspective culture:- all noses same direction- shared core value programs- new corporate culture Monday morning
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Research COM study 2005-2010Consequences of cultural contraction in aftermath Parlementairy inquiries (5 countries)Symptoms: A lack of trust relation between public sector client organization and private companiesProcedural unclearness in the various tendering stagesInsufficient insights in necessary public versus market competencesWe need new cultural stuffConclusion: focus on diversity and cultural pitfalls
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Concepts Cultural Change: Integration or Differentiation?IntegrationUnityCooperationCentral ActorAmbiguity outOn the same page
DifferentiationDiversityConflictArenaAmbiguity inFlowers in the field
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Anthropological Research: Participation in the Field
In depth study 15 Megaprojects worldwideMulti-discipliary team Social Scientists5 PhD projectsInternational collaboration (ICAN,EI,RF, NGI)Concentration on Cultural RisksIntervention driven
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Dominant Cultural Pitfalls
1. Ignoring Cultural interfaces in Projects2. Blinded by Mirrors of Display Doctrine3. Blocking Dilemmas of Daily Practice4. Denying Cross-Cultural Diversity (PPP)
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1994 1996 1998 2000 2002 2004 2007Gideons tribeDiplomatsCulture warsIgnoring Cultural interfaces in Projects: Case Environ
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.Consequences:1. Rivalising truth claims2. Emergent Culture wars3. Risk deadlocks
Gideons tribeDiplomatsCompetencescreative, dealing with chaos, entrepreneurial, independent, result oriented, young, non-bureaucraticrisk avoidance, diplomatic, empathetic, trustworthy, control
Cultural valuesInnovationUnorthodoxuniquenesslawfulness, integrity,reliability
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2. Blinded by Mirrors of Display Doctrine Consequences: Reproduction frontstagesystem languageSuffering Selznicks syndrom
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(3) Blocking Dilemmas of Daily PracticeSurviving The Competing Values ArenaThe loneliness of the Project-directorThe Tragedy of the Environmental ManagerThe Paranoia of the Financial ExpertThe Fixation of the Legal consultantThe Manic state of the Contract-Manager
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Mapping the Cultural blocksExternal orientationInternal orientationProductProcess
Legal expert:Voice:-Thoroughness
Environmental Manager voice:- Societal/customer interestFinancial expert:.Voice: Security PredictabilityContract manager:Voice:- Getting things done, no matter what
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(4) Denying Cross-Cultural Diversity Private PartnersSectoral: Trapped in Institutional ImagesRivalizing management stylesMutual DistrustNational:Cultural differences in Europe (Anglo-Saxon/Rheinland/Latin model)
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Why Second LifeRecent Intervention Research on Public Private Collaboration: The Second Life Experience
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Creating a playground for interactionAction focuses Learning Experience in Backstage culturePlatform for collaboration and networking;Open to External Influences;Simulation of Projects in condensed Time and Space Frames: tendering procedure underground Dutch Economic Hotspot;Unique Possibilities for Monitoring and Evaluation (VU bought own Research Island);Enabling Virtual Ethnography;
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ConclusionsMegaprojects are made by human beingsEach project phase needs employees with specific competencesProject culture needs to be managed during the life cycle of a megaprojectReflexivity is needed to change old rituals and behaviour in the infrastructure sector
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