Original Research

An Operational ’Project Management Culture’ Framework (Part 1)

Yvonne du Plessis, Crystal Hoole
SA Journal of Human Resource Management | Vol 4, No 1 | a79 | DOI: https://doi.org/10.4102/sajhrm.v4i1.79 | © 2006 Yvonne du Plessis, Crystal Hoole | This work is licensed under CC Attribution 4.0
Submitted: 05 November 2006 | Published: 05 November 2006

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Yvonne du Plessis, University of Pretoria, South Africa
Crystal Hoole, University of Pretoria, South Africa

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The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed.


Project management culture


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