Change Management And Corporate Cultures

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Work (Tasks

Work (Tasks

Tools

FIGURE 2-26. Methodology inputs.

whole feels threatened by project management. This is shown in Figure 2-27. Examples include:

• Sales: The sales staff's resistance to change arises from fear that project management will take credit for corporate profits, thus reducing the year-end bonuses for the sales force. Sales personnel fear that project managers may become involved in the sales effort, thus diminishing the power of the sales force.

• Marketing: Marketing people fear that project managers will end up working so closely with customers that project managers may eventually be given some of the marketing and sales functions. This fear is not without merit because customers often want to communicate with the personnel managing the project rather than those who may disappear after the sale is closed.

• Finance (and Accounting): These departments fear that project management will require the development of a project accounting system (such as earned value measurement) that will increase the workload in accounting and finance, and that they will have to perform accounting both horizontally (i.e., in projects) and vertically (i.e., in line groups).

• Procurement: The fear in this group is that a project procurement system will be implemented in parallel with the corporate procurement system, and that the project managers will perform their own procurement, thus bypassing the procurement department.

• Human Resources Management: The HR department may fear that a project management career path ladder will be created, requiring new training programs. This will increase their workloads.

High

High

Marketing Procurement Manu. R&D

FIGURE 2-27. Resistance to change.

Marketing Procurement Manu. R&D

FIGURE 2-27. Resistance to change.

• Manufacturing: Little resistance is found here because, although the manufacturing segment is not project-driven, there are numerous capital installation and maintenance projects which will have required the use of project management.

• Engineering, R&D, and Information Technology: These departments are almost entirely project-driven with very little resistance to project management.

Getting the support of and partnership with functional management can usually overcome the functional resistance. However, the individual resistance is usually more complex and more difficult to overcome. Individual resistance can stem from:

• Potential changes in work habits

• Potential changes in the social groups

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