Creating a Methodology
Stephanie Birth
Professor George Dollar
BUS 375 Project Management
October 19, 2014

A project management methodology is a framework designed specifically for a project or client, as described in Kerzner (2013). The portions for each specific project are as needed from the templates, forms, guidelines, and checklists of the already established framework. Corporate culture is the organizations visions, values, norms, systems, beliefs, and habits.
From the case study, Creating a Methodology, it was clear that the idea of losing power and authority was an obstacle stopping the executive staff from creating a project management methodology. Factors in corporate culture that may have led to this resistance of a PMO and a methodology were the aversion to change within the corporate structure due to the fear involved of losing power and authority. However, as stated in the case study, it would be better to lose a little authority than to lose your job. Kerzner (2013), states that people will be less resistant to change if they believe change is possible and that they will benefit from that change. Also according to Kerzner, the change management process follows a pattern of denial, resistance, exploration, resistance, and then support. He believed that a good culture included teamwork, trust communications, cooperation; thus leading to benefits that stretch from employees out to clients. Yazici (2011), states that “if an organization is inclined to have a Clan or group culture, projects are more likely to be completed on time, on budget, and to meet expectations, with higher team satisfaction, and higher business performance.” Project management provides this culture. Once the need for project management is perceived, executive and line management acceptance occurs, then growth follows, and finally maturity is reached. This is the process