Culture Eats Projects for Breakfast

Culture eats projects for breakfast, lunch and dinner

MBA students learn that “culture eats strategy for breakfast,” a famous quote from management guru Peter Drucker. Here’s a pop quiz:

  1. Does your culture have rigid vertical reporting structures a.k.a. silos? Yes(0), No(1)
  2. Does your culture have cross functional teams working on projects? Yes(1), No (0)
  3. Does your culture have decision making frameworks spanning departments? Yes(1), No(0)
  4. Does your culture perform capacity planning across departments? Yes(1), No(0)
  5. How does your culture fund project budgets? Separate project budget(1), Use operational budget(0)
  6. Does your culture have engaged sponsors for projects? Yes(2), No(0)

Total your score and check your results:

  • 0-2 points: Your culture eats projects for breakfast, lunch, and dinner
  • 3-4 points: Your culture eats projects for breakfast and lunch
  • 5-6 points: Your culture eats projects for breakfast
  • 7 points: Congratulations! Your culture does not eat projects. Go grab yourself a snack 🙂

What does project management feel like in your company?

What does project management feel like in your company's culture?

If managing a project is like pushing a boulder, are you pushing uphill, downhill, or on level ground?

The incline is indicative of how supportive the culture is to project management.

The size of the boulder represents the scope of the project.

But there is one thing that’s not right with all three pictures.

There’s only one person pushing the boulder.

As a project manager, you need to build and lead a team to help you push the boulder.

Even if it means pushing uphill, a high performing team can help you deliver the project.

Does Your Culture Support or Jeopardize Project Delivery?

Should a project fail, how much of it is due to the incompetence of the project manager and how much of it is due to an un-supportive culture?

Every project has an engaged sponsorExecutives are sponsors in name only
Departmental leaders are alignedDepartments are siloed
Business direction is relatively stable for the duration of the projectBusiness direction changes constantly
Every project has an approved budgetNo budget allocated to projects; uses departmental operational budget
Resources are dedicated to project workNo capacity allocated to project work