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1: Creating a Methodology - Assignment Example

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Discuss factors about the corporate culture that were at play, and suggest central reasons why the executive staff waited as long as they had to consider the development of an enterprise project management methodology (EPM).
One of the factors was that the culture of that…
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Assignment 1: Creating a Methodology
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Creating a Methodology Affiliation: Discuss factors about the corporate culture that were at play, and suggest central reasons why the executive staff waited as long as they had to consider the development of an enterprise project management methodology (EPM).
One of the factors was that the culture of that organization was such that all the executives held the same power regardless of the work they carried out and hence having to have one executive who was powerful than the rest was not a welcome idea. The other factor is that having the methodology would mean a loss in not only power but authority as well as only few project managers will be required and the rest of the executives would only be retained as employees minus the powers they were currently enjoying and hence they wanted to postpone having to lose their power and authority as much as possible (Kerzner, 2013).
An Enterprise Project Management Methodology (EPM) was not an easy methodology to develop and implement. Majority of the executives considered this methodology additional work on their plate and since they did not want that, the only solution was to delay the implementation of the methodology as long as possible and already they had succeeded in doing so for over one year and time was running out.
The other reason was that the changes the new methodology (EPM) was proposing to bring into the company according to the training sessions they had received would make some of the departments redundant and hence people had to be fired and the executive left without a leadership job. This was a hard thing to not only comprehend but to explain to the employees of their departments as well and these executives were therefore buying time to prevent the inevitable (Kerzner, 2013).
2. Recommend to both the senior executives (i.e., the company) and John Compton (i.e., the president) whether the project management office (PMO) should report to the chief information officer (CIO) or to someone else. Justify the response.
The Project Management Office (PMO) can be reporting to the Chief Information Officer (CIO) and there is no need to have someone else hired to perform that role. The CIO is a manager in the organization and is also deeply involved in the project. According to Meredith and Mantel, (2011), all the managers in a project perform almost similar roles and they have a clear understanding of the project cycle and everything pertaining to the project. The CIO is not exactly part of executive but still is influential in the running of the project and hence having to be reported to will not bring a conflict of interest in his line of work (having the fellow executives losing their authority may lead to sympathy which may hinder proper decision making).
Having someone else reported to means that a new person has to be recruited to perform the role. This demands resources in terms of money (for recruitment and training) and also time before the individual fully grasps the working of this particular project. According to the project cycle (Tonnquist, 2009), time, cost and resources are important elements and deviating from the original plan to have someone else will cause a delay in the whole project ad this may disrupt the last leg of the project cycle and even interfere with the results.
The best option therefore in this case is to have the CIO handle the reports being brought by the PMO and this will save the time, resources and cost and leading to completion of the project in time and as effectively and efficiently as possible.
References
Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling (11th Ed.). Hoboken, NJ: John Wiley & Sons, Inc.
Meredith, J. and Mantel, S. (2011). Project Management: A Managerial Approach. New Jersey: John Wiley & Sons.
Tonnquist, B. (2009). Project management. New York: Academica. Read More
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