The behaviour of those involved in a project is significantly influenced by the project culture. Accordingly, the success of a construction project also depends to a large extent on the imprint of the corresponding culture. However, despite the frequently emphasised necessity, appropriate cultural management in the context of the construction industry has been lacking up to now. In this paper we explain the concept of (project) culture in an organisational context for a better understanding of this phenomenon. In addition, we present existing approaches to the design and control of a culture from management theory. However, a transfer to construction projects is not possible without further ado, as these differ significantly from companies in some aspects with regard to culture - corresponding challenges are discussed in this regard. Based on the findings, we propose a culture management. Because of its role and enforcement competence, this must be part of the project management on the client's side. The first conceivable fields of activity are addressed. Cultural management promises a positive contribution to the successful completion of building projects.