Themethodology is a system used in the 1900s to streamline projects andeliminate redundancies and enable their processes run efficiently.Even in the contemporary world, the same methodology still applies.The processes have been made more efficient, but have changed.Furthermore, it has been noted to lower costs and improve thesatisfaction of customers.
Inregard to a case study, Creating a Methodology, the staff had a lotof worries pertaining the implementation of the enterprise projectmanagement methodology (EPM) since they had a certain culture ofworking. They were conversant that it was important to go on in the competition in the request for proposal process. This was needed forthe corporate in order to implement the methodology. Despite this,the executive staff did not support the position of the projectmanager until they know how the company will be affected (Berkun,2008).
Theworkers of the company had a routine way of performing work and theydid not appreciate the change. So the executive staff had to awaitfor long to implement EPM because they were uncooperative (Kerzner,2013). This is a perfect demonstration of the company’s employeeswho possess low vision, minding only on the their positions but notthe goals of the company. This is an indicator that the companypresided over by John Compton has corrupted working system. They weresuspicious that, they would lose jobs if they implement theenterprise management methodology (Berkun, 2008).
Furthermore,the EPM would make them work in a strict and inflexible system.Despite, the fact that some of their reasons were valid, the benefitsoutweigh the time and cost without methodology process (Tonnquist,2009).
Myrecommendation to the senior company and John Compton is that, nowthat they have acquired preliminary EPM, they should report to chiefoperating officer (COO) or someone else whose role may be equal togeneral manager. The Project Management Officer and its projectmanagers should therefore report to the COO. The COO is in a betterposition to understand the daily operations as well as overallfunctions of a company and be in charge of oversight, mentoring andconflict resolution to the PMO. The PMO will be responsible forstrategizing on the project methodology, therefore positioning thecompany to be relevant in this competitive market. In addition, theofficer will derive approaches of ensuring the projects remainrelevant. Compton should thus be at a point of contact, but as apresident, his function will be ideology centered but not operationcentered.
TheCIO will benefit from the PMO’s information on practices perfected,further developed processes, learnt lessons which are incorporatedinto the corporate EPM. Moving forward, more will depend on the waythe company operates or the culture of the employees. As the EPM isframed into the company. Compton will expect the his executive staffto support the PMO, and adopt a cooperative working system with freecommunication among PMO, COO, CIO and other related persons (Kerzner,2013). Without the cultivation of cooperative culture, things willextremely worsen, leading the company vulnerable to competitionbetween the Project Managers and the departments, lack of interactivedialogue between teams and departments, or staff who don’t regardabout the interest of the projects of the company. Since theexecutives were threatened to get an EPM, it is important to demortthem as a punishment for wasting company’s time, resources andcosts and being uncooperative.
Berkun,S. (2008). Making Things Happen: Mastering Project Management.Sebastopol: O`Reilly Media, Inc.
Kerzner,H. (2013). Project management: a systems approach to planning,scheduling, and controlling (11th ed.). Hoboken, NJ: John Wiley &Sons, Inc.
Tonnquist,B. (2009). Project management: A complete guide. Aarhus:Academica.