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The concept of the organizational culture can not only applied to

permanent organizations, but also to temporary organizations, i.e. to

projects and programmes.

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Define values instead of rules – give more space to the “commanders in

the field”

“The commander in the field is always right and the rear echelon is

wrong, unless proved otherwise...” Colin Powell, Joint Chiefs of Staff of the USA

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Define values instead of rules – give more space to the “commanders in

the field”

“The commander in the field is always right and the rear echelon is

wrong, unless proved otherwise...” Colin Powell, Joint Chiefs of Staff of the USA

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The culture of a project can be observed through the behaviour of the

members of the project organisation as well as from the methods and

the communication forms used in the project.

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Together these two dimensions form four quadrants, each representing

a distinct set of organizational effectiveness indicators. These indicators

represent what people value about an organization’s performance.

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Adhocracy sample – Manhattan project

adhocracy culture assumes that innovation and initiative lead to

success and encourage entrepreneurial, creative, and visionary

Behavior

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Hierarchy – Latvijas Universitāte

The hierarchical culture is characterized by a structured workplace with

formal rules and policies and a focus on efficiency, timeliness, and

control

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Clan – ģimene (tai skaitā mafia), lineage (ģenealoģiski), vadonība

(Padomju Savienība)

The clan culture stresses the importance of participation, cohesion,

shared values, commitment, and high morale

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Market – McDonalds

The market culture perceives the external environment as hostile with

choosy consumers and a need for the organization to be both results-

and production-oriented

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http://www.infoq.com/news/2012/10/pm-scrum-master

A Scrum Master Is Not a Project Manager by Another Name

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