Notwithstanding the contributions of research to date, significant gaps still exist in our understanding of how cultural and behavioral factors influence people (especially project teams) involving in organization-wide transformational program. To draw attention to some of the drivers and barriers that underpin project team culture and behavior, staff members involving in Business Process Reengineering and Information Technology projects within ten public and private organizations in the service sector in Ethiopia were considered. The study finds compelling evidence that these projects are likely to generate the expected benefits and ensure lasting organizational improvement when there is a change in the values, attitudes and behaviors of project teams involving in the implementation of these projects. Management attention and commitment to improving the cultural and behavioral context of these projects is, thus, crucial. To help address some of the problems and offer better insight into the human element of these projects, practical suggestions in the design and plan of project teams are made for consideration by organizations within the sector.