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Progress in Improving Project Management at the Department of Energy 2002 Assessment (2003) / Chapter Skim
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6. DOE Project Management Culture
Pages 33-39

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From page 33...
... Cultural congruence refers to the extent to which the culture reflected in one part of the organization is similar to and consistent with the culture reflected in another part of the organization....
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From page 34...
... in recent years; however, it will not achieve this goal unless senior management conveys a unified vision that effective project management is all-important, worth doing, and actively supported and expected by all senior managers throughout the department. The directives issued by the deputy secretary in 2001 and the chief financial officer in 2001 and 2002 have conveyed DOE's intent and the importance of project management policies and procedures.
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From page 35...
... Third, senior management should take an active role in the meeting, asking questions and prompting the project managers to consider alternatives, possible risks, and actions that can be taken if the project exceeds its baseline schedule or cost. Fourth, senior managers should be prepared to give praise when appropriate, to show their personal interest in success.
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From page 36...
... What most successful project managers want from senior-level corporate management is not so much monetary rewards to motivate them (good project managers are already highly motivated) but consistent support by senior management in removing the obstacles to project success.
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From page 37...
... . Senior managers expressed a positive view of the fundamental project management principles including those of environmental management contained in O 413.3 and the PPM.
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From page 38...
... The UC program includes creating an external advisory panel to provide guidance and oversight, establishing senior management positions responsible for process improvement, identifying people across the UC sites with the requisite knowledge and experience, and conducting meetings and workshops to increase awareness of new DOE procedures. The committee believes the UC program exemplifies what is needed to implement a cultural change in project management.
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From page 39...
... Accordingly, maintaining a course with minor adjustments, rather than starting over in a new direction every few years is essential for improving the management of projects that span several years. The continued strong personal interest and involvement that has been shown by DOE senior managers appears to be the biggest single agent of cultural change related to project management within DOE.
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Key Terms

  • senior management
  • senior managers
  • management culture
  • cultural change
  • doe personnel

  • doe project
  • doe senior
  • improve project
  • management procedures
  • active role

  • process improvement
  • successful project
  • effective project
  • improvement initiatives
  • management principles

  • management policies
  • poor project
  • comprehensive project
  • field level
  • project planning

  • management services
  • doe field
  • project review
  • answer probing
  • change related

  • help solve
  • chief financial
  • front office
  • management excellence
  • continued strong


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