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Samer el Barakeh was born in Lebanon, 1973. He completed his Bachelor in Engineering-CCE at Beirut Arab University-Lebanon in 1996 with honours. Samer was granted Masters Degree in Project Management (MPM) from the University of Sydney-Australia with honours. He also gained the Project Management Professional (PMP) Credential from The Project Management Institute (PMI). Samer is a member of the Order of Architects and Engineers in Lebanon since 1996, The Project Management Institute (PMI), Arabian Gulf Chapter (AGC-PMI) and Lebanon Chapter-PMI. During his 13 years of professional experience in Lebanon, Australia and Saudi Arabia, Samer held many positions among them: Telecommunication Site Engineer, Site Manager, Low Current Service Head, and he is currently Senior Systems Analyst at the General Project Construction Division. Samer is a Project Management Consultant and Training Provider for universal organizations like Business Management Consultants (USA) www.bmc-online.com and PMCTQuest (Canada) www.pmctquest.com Samer is a Registered Training Provider for Project Management Professional (PMP), and he provides training in Program Management, Portfolio Management,PMO...
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July 6, 2007

Practical Solutions 3 of 6: Leverage Organisational Culture Barrier

Organisational Culture Barrier
Organisational culture is in many cases a roadblock to project development as shown in figure below (Peppard and Ward, 1999). Consequently, other PM practices have to be developed in Parallel to and integrating with the RMMM in order to eliminate such a roadblock (Martin et al., 2006).

Figure: IT Business Roadblock (Peppard & Ward, 1999)
We experienced a very effective strategy to leverage this roadblock by promoting a “Community of Practice” between the business and IT Units; where Wenger et al। (2002) describes it as a group of people that are bound together informally through sharing expertise and enthusiasm to achieve a target. CoP’s are driven by values, knowledge and know-how in contrast to traditional teams that are driven by deliverables and defined tasks. We witnessed efficient circulation of knowledge through the organization and a demolition of barriers between people and departments (Yang, 2004; Davenport and Prusak, 2004) as shown in figure below.

Figure: Closing the business-IT gap adopted from Martin et al।, 2006।
Post Project Review: Multi cultural teams with diversified backgrounds were more common and with CoP, it was not easy to build trust and rapport in a short time। We recommend more team building activities at the outset and developing smaller groups for less diversity.

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