Project culture ensures business results

THE RESULTS Of increasing amount of COMPANIES ARE DEPENDENT ON HOW WELL THEIR PROJECT CULTURE SUPPORTS SUCCESS. If the culture is weak, it is worth WHILE TO IMPROVE IT.

Published: PROJECT ACTIVITIES 1/2015

More and more changes are implemented with projects, even in companies which don't consider themselves to be project organizations. We often read in interim reports that results have been crumbled down because the start-up project for a new factory has been more demanding than expected or the costs of an internationalization project have run away.

The same applies to the public sector, which has seen many high-profile failures. The costs of the West Metro did go overboard and a multi-year social welfare project crumbled into pieces. Every failed project is unique in some way. However, many of them have one thing in common: the prerequisites for the success of the projects have been destroyed by a fragmented and loose rather than goal-oriented project culture. That is why - when dealing with failed projects -

the organization must start the change by developing the culture. Individual project tools

Acquiring knowledge will bring limited results if the organizational culture does not include project thinking.

Productive culture requires development

Developing a successful project culture takes time. A billion-dollar pulp mill project on the other side of the world often succeeds because the forest industry cluster has practiced and learned project management for a long time. Which means positive results that project schedules are on time, costs are kept under control and quality is on point better than in many other industries.

Companies with a strong project culture stand out from weaker ones in many ways. They have project expertise as part of their governance system, they know how to manage projects, they have the tools and methods and they have effective network management. They also understand how important it is to develop their staff's project expertise and lead their personnel in a professional way.

Developing project management skills aims for better results and satisfaction in projects

Management's 1st mission – change management

The weakest are organizations that are working “unnoticed” with a lot of projects. Such organizations do not always even realize how much of everything they do is projects. They have discovered the benefits of a project-based approach, but have forgotten to develop the skills required by the new or updated operating model.

The development of a new culture must start with the top management. If management is not committed in developing project culture, it will not have the conditions to survive. If management does not fully understand the importance of project expertise, it is the job of project professionals to clearly explain how competences will benefit company's results.

When the cultural change reaches the management team level, management begins to discuss strategic project management, development portfolio management and culture development. This is the bath for creation of shared values, norms and operating models that form the foundation of successful projects. Management commitment is naturally also a prerequisite for ensuring that sufficient resources are available for development.

Right steps to desired benefits

The necessary development steps depend on the nature of the project activity. When developing a culture suitable for project business, different emphases are needed than in change projects. It is also important to consider the current state of the organization's project culture. Therefore, it is a good idea to start the development work by assessing the desired benefits.

Although management plays a key role in developing a project culture, changes must occur at all levels. Strategic expertise is developed at the management team level that helps change

strategy. Tools are also being developed to prioritize projects. This avoids internal struggles for resources and ensures that the benefits are shared. At the project steering group level, project management, decision-making and putting project culture into practice are developed.

Developing project management skills aims for better results and satisfaction

projects. The development of participants, supervisors and the work community will strengthen. As well as time management, collaboration skills, communication and reporting.

When competence is developed on many levels, a new project culture begins to develop in the organization which at best strongly supports lean thinking. Unproductive activities are reduced so that customer satisfaction and quality improve - and costs and lead times are shortened.

Published: PROJECT ACTIVITIES 1/2015

Jori Kosonen CEO, Talent Network

Certified Executive Consultant and Coach IPMA A-level

IPMA Project Excellence Award Assessor and Judge

He has served as a leadership coach, change manager, and advisor to over 200 organizations for over 20 years.

https://www.linkedin.com/in/jorikosonen/