It seems that every time another new engagement or project comes up, we face this issue. At the outset of a project it seems that everyone has a different view or perspective of what this means to them. Collectively these individual views are linked by the organization culture and how it addresses change.
Yesterday I was talking to a client who has been tasked with an ISO 20000 project and CMMI level 2 certification; both of which are big projects on their own. Asking him how it was going he quipped “Moving right along at the speed of business”.
We can empathize with his problems and how the culture of the organization, its decision making pace and process all seem like barriers. As almost every project we are involved with requires new players and outcomes, I can offer the following as advice for dealing with Organization culture and barriers to change.
- Understand the existing decision making process for projects and how they are historically managed. This will provide you with a baseline and reference points for what to expect.
- Find out what makes a successful project in the organization, how it was managed and talk to those involved.
- Ensure your project has a good ROI, support from the top and a communications plan for what is going to be achieved and when. This will help you blow by conventional cultural barriers or resistance when needed.
- If you are working overseas, be aware of differences in working hours and practices. Especially important in cultures where the day may be broken by prayer times, different working practices and management structure. Don’t try to fight these differences, rather embrace them.
- Understand what the resistance to change factors might be on your project and take them seriously. You may have to speed more time than expected "evangelizing” staff and project members to your point of view.
- Emphasize the team and the outcomes for your project. This will help avoid issues becoming polarized around people or individuals actions.
