Creating a Methodology
Course: Project Management
January 16, 2015

In John Compton’s Company, the issues that were in play which caused the lack of a Project Management methodology for years are due to the possibility that none of his executives had any knowledge or experience in project management. I also believe that fear was in play, maybe more than a few executives were afraid to let the other know that they did not have any knowledge or experience in project management and instead of coming up with a methodology, they would rather sweep it under the rug and hope that the request goes away, or maybe other executives would take the mantle and come up with a methodology on their own. Another reason which is obvious is the thought of losing power and authority to the project management office. Another reason is that most people are afraid of change, they have been operating a specific way for so long that this change is scary when you don’t know what is coming down the pike. In a survey conducted by CIO and the Project Management Institute (PMI), “the top two reasons for establishing a PMO, according to the survey: improving project success rates and implementing standard practices”.
Reading the question for this assignment, it is apparent that a project management office has been establish or is in the process of being established by the senior executives and John Compton; now the task before us is to decide where the project management office (PMO) should report to. Before we decide where the PMO should report to, we need to decide whether the PMO will be a centralized or decentralized team. “According to the magazine Information Week article on October 14, 2010, 57% of managers say that their PMO reports to the CIO”. Even though most organizations believe that the PMO team should reside in IT; in many cases there should be a cross-functional group that