Influence of Organizational Culture on Project Management Performance in Federal Parastatals in Abuja, FCT

Organizational culture profoundly shapes how projects are planned, executed, and controlled within public sector institutions. This study examines the influence of organizational culture on project management performance in federal parastatals in Abuja, Federal Capital Territory, North Central Nigeria. A cross-sectional survey will recruit 200 project managers, department heads, and senior staff from six federal parastatals with active project portfolios in energy, transport, and communications. The Competing Values Framework (CVF) will be used to classify organizational culture types as clan, adhocracy, market, or hierarchy, and the Project Management Performance Index (PMPI) will assess delivery outcomes. Multiple regression analysis will determine which cultural profiles are most conducive to project success. Evidence from Nigerian federal institutions suggests that hierarchical cultures characterized by bureaucratic procedures and risk aversion are the most common and are associated with slower decision-making that impedes project progress. Findings will contribute to organizational development and PMO reform recommendations for Abuja-based parastatals. Keywords: organizational culture, project management performance, federal parastatals, Abuja, Competing Values Framework