Chapter 25. A Process of Organizational Change: From Bureaucracy to Project Management Orientation
ROBERT J. GRAHAM, PHD, PMP R. J. GRAHAM AND ASSOCIATES
This chapter describes a process followed by one organization in an attempt to change from a functional to a project management organization. The organization involved flourished in the bureaucratic mode with limited competition and stable products and services. However, it found itself in the intensive world of deregulated financial services. As more and more projects were developed to respond to the new environment, the company executives discovered that their project management practices were reflections of their bureaucratic past rather than of their project management future.
Attempts to teach ...
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