ARTICLE REVIEW:
In the article Managing project culture: The case of Environ Megaproject by Anton Van Marrewijk (2007), which was published in the International Journal of Project Management, the author described the results of a study where he investigated the project culture of a megaproject, namely the Environ Megaproject, during its life cycle. He aimed to explore the changes that project cultures go through and in the case of the Environ Megaproject, identified two main cultural episodes, namely the episodes of Gideon’s gang and the Diplomats.
Since very little research has been done in the field of megaprojects, the author did not indicate any theoretical framework for the study. However, he did conduct a comprehensive review of the literature, which served as the basis for the research. In particular, previous research indicated that megaprojects differed from traditional projects in the number of partners, complexity, and scale. They also indicated that megaprojects deal with a lot uncertainty and have to handle the collaboration among various organizations, which are responsible for certain parts of the project, making the megaproject processes very complex.
Aside from the existence of very few studies on megaprojects, they mostly focused on the rational organization and on control mechanisms in terms of risk and economic failure, perceived outcomes, contracting, and policy programs. Most previous studies also used the top-down approach where complexity resided in the formulation of policies. Moreover, previous studies focused on macro financial analysis and on stakeholder analysis. On the other hand, the current research focused on the development and transformation of project cultures throughouout the project life cycle and how these affected the project.
For the current study, the author used the anthropological fieldwork method, which allowed him and the other researchers to obtain information through participant observation, which in turn enabled them to describe, interpret, and explain behavior, meaning, and the cultural products of the subjects of the study. This method allowed the researchers to observe the subjects’ daily activities, allowing them to describe the relation between the employees and the economic, political, cultural, historical, and social processes that were external to the organization. Furthermore, the researchers used data, researcher, and methodological triangulations as the methodological instruments to guarantee the reliability and internal validity of the research instruments.
The study focused on the Environ Megaproject where eighty-five biographical interviews were conducted, along with desk research, group interview, participant observation, and observation (methodological triangulation). Two researchers conducted the interviews where one took notes and the other did the interviews (researcher triangulation). Further information was also gathered through a consultation of public investigations, as well as through internal reports, management reports, public reports, and websites (data triangulation). In addition, field data went through systematic handling and analysis. As well, professional project managers who were associated with the organization were asked to reflect upon the findings of the research.
In conclusion, the author identified two episodes where a transformation of project culture occurred. The first was the episode of the Gideon’s gang, which occurred from 1996-2001. This episode was characterized by innovation, creativity, and decentralization. It led to the development of a culture that was non-conformist, autonomous, and having a fighting spirit. The second cultural transformation occurred during the episode of the Diplomats, which occurred from 2001-2004. This episode was characterized by centralization and bureaucracy and introduced the values of lawfulness, stability, integrity, financial accountability, and control. As the author asserted, cultural transformations had to take place once the existing cultures become dysfunctional.
References
Marrewijk, A. V. (2007). Managing project culture: The case of Environ Megaproject. International Journal of Project Management, 25, pp. 290-299.
