| This quantitative descriptive study investigated hindrances and enabling factors affecting adoption of mandated project management practices. The study addressed why project managers may resist adopting consistent project management standards, methods, and training despite leadership mandates, sustained corporate resource commitment, and a centralized project management office (PMO). Interviews with 35 project management professionals (executives, managers, and practitioners) focused on subjects' opinions and perceptions of project management consistency, influence of a PMO, and adoption of mandated change. The data illustrate substantial discrepancies among the job roles represented in this study. While the reasons for these discrepancies are not entirely clear and require further study, data show that inadequate alignment exists among executive strategies, the operations view of managers, and the task orientation of practitioners. These disparate views concerning project management hinder adoption and absorb considerable energy from the organization. The study also investigated the impact of organizational culture. The data support several recommendations for organizations desiring consistent project management standards, methods and training. These include a leadership commitment to nurturing an organizational culture that is open to change, a project management office staffed with a rotating corps of expert practitioners, and organizational training to effectively manage change adoption. |
