Changing that Culture

Looking further at the Critical Success Factors for Project Management within an organisation, Cultural Change Management looms large. This is sometimes treated as a catch-all excuse or reason for every perceived barrier to deploying project management methods. But there are some specific characteristics that makes cultural change a practical proposition. Each of the following can be addressed:

• Appreciation of the value of Project Management in execution of projects
  This is about belief in the outcome on the part of all stakeholders. I remember an occasion when a junior manager in a user department was 'looking forward to the end of the project so that he could get back to his regular work.' The outcome of a project should be change!
  This is related to the leadership factor. Strategic leadership will promote and reinforce the benefits to the organisation of the change.
• Acceptance and embrace of work methods based on a project management approach
  This is more detailed than the first bullet. It relates to applying the new methods. Not just accepting the concept but actually doing the work in the new way.
  This is related to training in the use of the tools and methods.
• Willingness to break down barriers to changes in working methods
  This item recognises that all the participants have a role to play in the success of the processes. Typically new processes will not be perfect. There will need to be some adaptation to the odd unanticipated circumstances. These will require a measure of good will and flexibility.
  This is related to continuing communication for all stakeholders.

This example from Washington state's Department of Social and Health Services' ProviderOne Project Office/Organization includes a specifically identified Business and Cultural Change Manager.

Another example - the State of Delaware Department of Technology and Innovation includes Change Management Team involvement in all major DTI projects.