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Culture and Project Success

In: Business and Management

Submitted By delakelly
Words 1144
Pages 5
Thesis Proposal

Observing the Relation between Corporate Culture and Project Performance Background
Projects are increasingly becoming vital means for corporate progress, however, research indicate that projects rarely fully succeed According to the 2004 PriceWaterhouseCoopers Survey of 10,640 projects valued at $7.2 billion, across a broad range of industries, large and small, only 2.5% of global businesses achieve 100% project success and over 50% of global business projects fail. Expects view supports the fact that most projects still overspend, fall off schedule and seldom meet stakeholder expectation. Improved tools, templates and methodologies fail to yield significant concurrent improvement in outcome. (Business Improvement architect 2008). In the face of shorter product life cycle there is limited time to implement project even in the light of higher stake holder expectation (Ivanenko 2009)
Prior Research
Perhaps in search of remedial prescriptions, literary works have been devoted to leadership in project management (Hersey and Blanchard 1993, Druker 1996, Maxwell 2005). Many of which propose situational leadership as paramount success ingredient for projects (Hersey and Blanchard 1969 (Kerzner 2003). After testing 153 across 28 countries, (Prabhakar 2008) concluded that the project manager is the key success factor in multicultural projects. However, the significance of organizational culture for project performance did not escape scientific attention. For instance (Stanleigh 2008) identified corporate culture as the missing element in project outcome and proposes a Project Culture Initiative, which consists of fashioning a project-conducive reporting, and prioritizing systems to align projects with corporate strategy and business objectives.

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