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SA Journal of Human Resource Management, 2006, 4 (1), 36-43
SA Tydskrif vir Menslikehulpbronbestuur, 2006, 4 (1), 36-43

AN OPERATIONAL ’PROJECT MANAGEMENT CULTURE’
FRAMEWORK (PART 1)
YVONNE DU PLESSIS
CRYSTAL HOOLE yvonne.duplessis@up.ac.za Department of Human Resources Management
University of Pretoria

ABSTRACT
The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed.

Key words
Project management culture

The management of projects has become a strategic issue for many companies. Issues such as strategic alliances, rapid movement of labour and capital, and failure of projects are calling for the need of risk assessment and management from a new perspective. An organisation that wants to remain competitive in providing its customers with continually improved products and services has no choice but to use project management concepts and processes (Cleland, 1994).

complex processes and structures as well as the people involved in projects (Ulrich & Brockbank, 2005; Ulrich, 1998;
Verma, 1996).
Project failure happens despite of extensive research on the technical-side of project management, theory and methodology that has been written about how to organize and manage new project teams and...

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