Interventions and their Relation to Organizational Culture and Project Management

AbstractAlthough some research has been done on organizational culture, project management, and project management effectives, there has been less focus on organizational culture type interventions in projects and how they may be related to these concepts. The general research question in the project that is reported in this paper was therefore, how are organizational culture type interventions related to project management? A mix of qualitative and quantitative data was gathered from project management consultants through questionnaires, interviews and focus groups. Respondents were asked about the interventions they use that contribute to project management effectiveness, as well as in which in different organizational cultures and phases of projects these interventions were implemented. From the data different kinds of interventions were derived, based on the purpose they serve, namely connecting, controlling and actuating interventions. The interventions were cross-tabulated with the competing values framework and project phases in which they were used. This resulted in a theoretical model that firstly presents the type of interventions that are used and that secondly explains the relationships between the various concepts