Marcel Veenswijk Professor Management of Cultural ChangeVrije Universiteit AmsterdamThe Culture of Project Management

NETLIPSE, Zurich, October 20th

IntroductionThe Culture of Project Management. Understanding Daily Life in Complex Megaprojects

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

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.

*Artifacts:Symbols, Rituals, LanguageValues and norms:orientations of awareness (environment, organization, clients)Basic Assumptions: Implicit assumptions (time and space)

Layers in organizational culture

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

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

Concepts Cultural Change: Integration or Differentiation?IntegrationUnityCooperationCentral ActorAmbiguity outOn the same page

DifferentiationDiversityConflictArenaAmbiguity inFlowers in the field

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

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)

1994 1996 1998 2000 2002 2004 2007Gideons tribeDiplomatsCulture warsIgnoring Cultural interfaces in Projects: Case Environ

.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

2. Blinded by Mirrors of Display Doctrine Consequences: Reproduction frontstagesystem languageSuffering Selznicks syndrom

(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

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

(4) Denying Cross-Cultural Diversity Private PartnersSectoral: Trapped in Institutional ImagesRivalizing management stylesMutual DistrustNational:Cultural differences in Europe (Anglo-Saxon/Rheinland/Latin model)

Why Second LifeRecent Intervention Research on Public Private Collaboration: The Second Life Experience

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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