Creating a Methodology
Week 2 Assignment 1
John Kagley
BUS 375- Pamela Payne
10/19/14

John Compton’s executive team waits until compelled by threat of losing their jobs to devise and implement a uniform project management methodology for their company, and understandably so. In adapting their company to this new style, they fear any change might diminish their roles, responsibilities, and their very positions. Project managers could be imagined to take over areas of control through their projects such as sales, marketing, accounting, HR, and manufacturing among others and simply leave them hanging (Kerzner, p. 95). Once an enterprise project management methodology (EPM) were put into place, then one of them could feasibly garner more power and control for themselves and upset the existing balance by controlling valuable intellectual property over the processes of the company. All of this adds up to severe competition and a sure cutback on some of them who may be shown to have outlived their usefulness or unfit to continue growing with the organization in its new iteration as a company that devotes the right kind of energy and effort to project management. My recommendation to Mr. Compton would be that, now that the executive team has gotten the groundwork for the EPM from their initial iteration of a PMO, it should not report to the CIO of the company. If they have a Chief Operating Officer (COO) or someone whose title and role essentially means general manager/similar VP function, then the PMO and its project manager(s) should report directly to them. The COO would have a better understanding of the day to day operations and overall functions of the company and would best handle the oversight, mentoring, and conflict resolution needed for an executive sponsor kind of role to the PMO. If Compton is head of a small enough company that he wears this