(^190) 97 Things Every Project Manager Should Know
True Success Comes
with a Supporting
Organization
Cynthia A. Berg, PhD (ABD), PMP
Glendale, Arizona, U.S.
IF oRgAnIzATIonS AvoID RISK PlAnnIng, aggressive problem seeking,
and timely issue resolutions, it could be due to a problem with the culture.
Those on a project team who play the devil’s advocate are often labeled as
troublemakers. If the organization is quick to “shoot the messenger,” team
members will avoid sharing troublesome issues and there may be an inclina-
tion to hide project problems.
This type of cultural setting encourages blaming behaviors that work to the
detriment of the entire organization, individual employees, and the custom-
ers. The role of the software project manager is to provide a predictable proj-
ect delivery, with as few unexpected events as possible. With no one pointing
out pitfalls early, there are often “surprises.” Seldom are they good surprises,
but rather, ugly ones showing that foresight and planning were impossible as
developers hid issues from exposure.
Wise executives will make sure the company is supporting the attitudes and
behaviors that allow developers to be effective. This includes evaluating human
resource policies and incentive plans to make sure that they are aligned with
behaviors that lead to the development of strong products and services.
A classic example of misalignment is an organization that officially “preaches”
teamwork, but then consistently rewards individual contributions. People are
smart; they know which path serves their own best interests. If upper manage-
ment can establish consistency between what it professes to believe and what
it provides as a work environment to encourage productive behavior, both the
individuals and the organization can flourish.
For those of you who find yourselves in nonsupportive or dysfunctional orga-
nizations, here are some steps you can take: