1.1 Introduction
In the globalized economy, there is an increasing demand for experienced project managers across many industries. Projects and project management have become integral business processes that support organizational performance and ultimately affect society. Project management is a vehicle through which innovation and change come to fruition. Project management has gained currency as a profession in its own right and not just as an ancillary set of skills possessed by other professionals. Organizations need strong managers to lead their staff toward accomplishing business goals (Barkley & Saylor, 2001).
Incidentally, managers are more than just leaders; their expected roles are problem solvers, cheerleaders, and planners as well. Managers do not come in one-size-fits-all shapes or forms. Managers need to fulfill many roles and have varied responsibilities at each level of management within an organization (Cleland and Ireland, 2002).
Commercial organizations employ project management techniques to achieve organization's goals and growth objectives. Though many have succeeded, there are a few that do not experience successful commercial closure in spite of the analytical tools and techniques employed. One possible reason for the negative outcome could be due to the culture of the organization. Research studies have indicated the integral role of organizational culture influencing the project success and the efficacy and sustainability of various business processes affecting the overall performance of the organization (Barkley & Saylor, 2001).
As a prelude to other parts of this study, this chapter will discuss the background upon which this study was initiated, the statement of problems that led to this study, the Aim and Objectives of the study. Others are Significance of the study, Scope of work, Research hypothesis and questions, Limitation of the study and Definition of terms.
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