...Creating a Methodology: Chad Valentine Strayer University BUS-375 Project Management Professor James E. Wise II April 21, 2015 The culture in Corporate America is highly competitive and often results driven. In most cases the success of the entire company is often credited to the executive staff and upper management. They endure both the weight of success and the weight of failure. The term “business is war” is much more a commonality than just a saying in most of the top corporations. The struggle to stay on top and maintain it is a struggle that most deal with on a daily basis. This struggle not only pertains to the threat of competitive businesses, but also the internal competition of climbing the ladder. Once you reach a certain level or position within a company, the only way to reach the next plateau is to be better than the person above you, play the politics game, or weight for them to retire or move on. Those three options aren’t always the case in every situation, but they apply to most. After reading the “Creating Methodology” case study I came to the same conclusion the CEO Mr. John Compton did which was his executive staff was hesitant due to the fact that this new process he requested to be implemented would introduce the possibility of the executive staff to lose a portion of their power or influence. There are multiple types of PM Methodologies used in project management. Just to name a few; Agile, Waterfall, Scum, NPI, RAD, Kanban. The structure...
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...Creating a Methodology Nicole Barrett Professor C. Lodge BUS 375 October 18, 2014 Creating a Methodology In the 1900s Methodology was a system to help streamline projects to eliminate redundancies and make processes more efficient. The system included project management, total quality management, concurrent engineering, and scope change control and risk management. In the twenty century, methodology has the same results; to make processes more efficient however some of the processes have changed. The twenty-century processes are supply chain management, business processes, feasibility studies, cost-benefit analyses (ROI) and capital budgeting. Regardless of the changes in the processes, the end result is to streamline the process, reduce paperwork and eliminate duplications. Methodology has been known to lower cost and improve customer satisfaction. Based on the case study titled “Creating a Methodology”, the executive staff had many concerns about implementing an enterprise project management methodology (EPM). The executive staff knew it was necessary to continue to compete in the request for proposal (RFP) process. In addition this was a requirement from corporate to implement a methodology. The employees of the company had a routine way of doing things and they did not like a change. This was a clear indication of a company with employees whose vision is low whose believes were based on their powers and not the goals of the organization. The company headed by the John...
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...1n the 1900s Methodology was a system to help streamline projects to eliminate redundancies and make processes more efficient. The system included project management, total quality management, concurrent engineering, scope change control and risk management. In the twenty century, methodology has the same results; to make processes more efficient however some of the processes have changed. The twenty-century processes are supply chain management, business processes, feasibility studies, cost-benefit analyses (ROI) and capital budgeting. Regardless of the changes in the processes, the end result is to streamline the process, reduce paperwork and eliminate duplications. Methodology has been known to lower cost and improve customer satisfaction. Based on the case study titled “Creating a Methodology”, the executive staff had many concerns about implementing an enterprise project management methodology (EPM). The executive staff knew it was necessary to continue to compete in the request for proposal (RFP) process. In addition this was a requirement from corporate to implement a methodology. The reasoning for the executive staff hesitation is that they felt such efficiencies could result in a reduction in authority and workforce. In addition to learning a new process, there were concerns of them being to strict and not allowing enough flexibility. This would change the manor of doing business and additional time would be needed to create the methodology. Although some...
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...Creating a Methodology Sonya Moore Professor Kimble Project Management January 18, 2015 Critical issues that were at play in this case were the executives were asked to develop a methodology for more than a year ago. The business is no longer competitive in the marketplace. Some were afraid of losing power and authority once the methodology was up and running but, obviously was not important than losing their job. The president has gave the executives six months to propose a methodology in use of all projects. Bringing in a company consultant to conduct a three hour session on benefits of project management and value of an enterprise project management methodology. First the company should determine the number of life-cycle phases. The decision was made to have no more than six. So training should be held for all the executives to implement the life-cycle phases. The second step there should be guidelines that are set in place using checklist or templates. Third the company had previous templates and checklist but, not all project managers used them. Executives would need to make sure everyone is using the updated information and following all procedures. Making a standardized set of documents was chosen. This could give the managers the choice to use specific forms, guidelines, templates and checklists that were appropriate. The fourth step develop best practices for using the EPM system. Clients could use this information during the debriefing stage. The fifth step...
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...Creating a Methodology Name Institution Affiliation The employees of the company had a routine way of doing things and they did not like a change. This was a clear indication of a company with employees whose vision is low whose believes were based on their powers and not the goals of the organization. The company headed by the John Compton has members of staff whose working system is corrupted. They all feared that they could lose their powers and responsibility if they implement the enterprise project management methodology (Berkun, 2008). This made the executive staffs even after being assigned the work of designing a project management methodology they feel their work threatened by the change since they knew there was a requirement of a project manager office to be established and that would translate to the project manager taking some of their responsibilities. Therefore the reason that made the executive staffs wait for so long to implement the enterprise project management methodology was because of the culture of the company (Tonnquist, 2009). The first thing is that the project manager’s office should be in a centralized place for easier accessibility to and by the other offices. This will again reduce the overlapping of functions in the company. The project manager should report to the chief Information officer because the chief information officer understands the organization clearly and will be in a position to assess...
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...[THE INDIAN CONTRACT ACT,1872] December 8, 2010 Important MCQ’s on Contract act Q.1 When the consent to an agreement is obtained by undue influence, the agreement is voidable at the option of 1. either of the parties to the agreement 2. a party whose consent is obtained 3. a party who obtained the consent 4. none of the above Q.2 a Contingent Contract to do or not to do anything on the happening of an uncertain future event 1. is never enforceable 2. is enforceable since the time of making it 3. becomes enforceable in the immediate possibility of happening of that event 4. becomes enforceable only on the happening of that event. Q.3 No contract can arise, if the 1. offer is not made to an ascertained person 2. acceptance is made by an unascertained person 3. offer is made to an ascertained person 4. acceptance is made by an ascertained person. Q.4 Vindictive Damages have been awarded 1. for a breach of promise to marry; 2. for wrongful dishonour of a cheque by a banker possessing adequate funds of the customer. 3. Either (1) or (2) 4. Both (1) and (2) Q.5 Communication of a proposal is complete when it comes to the knowledge of the person to whom it is made. 1. True 2. Partly True 3. False 4. None of the above. Q.6 Mere silence is not fraud unless 1. the silence is deceptive 2. there is a change in the circumstances to be brought to the notice of other party 3. there is a duty to speak 4. all the above. vxplain 2 score more-- post your doubts to us at vxplain@gmail.com Page...
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...The main reason why the executive staff waited so long to consider the development of an enterprise project management methodology (EPM) is that they did not believe in the security of their position in the company and did not trust that their co-workers were going to have anyone’s best interest but their own. The is a reflection of a non- cooperative culture were mistrust is prevelent. “Employees worry more about themselves and their personal interests than what is good for the team, company or customer.” (Kerzner, 2013) The staff did not want the status quo to change and they knew that implementing an EPM would not only change the structure of the office but would alter the balance of power and although each employee would have supported the change if they were to be the one in control, they were not secure in knowing that another staff member may gain control to the detriment of their own position. Because of the current corporate culture, it would be in the best interest of the company to have the Project Management Office (PMO) and the Chief Information Office (CIO) report directly to the President, John Compton. There is too much distrust within the company and change always starts from the top down. The president would be able to disseminate information to the company in a non-threatening manner and foster a change in the culture of the company from mistrust to acceptance of the new EPM and hopefully to cooperative. A good communication plan that includes providing...
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...group phenomena known as cultural norms, which develop over time. The norms include established approaches to initiating and planning projects, the means considered acceptable for getting the work done, and recognized authorities who make or influence decisions.” Kerzner states, “Achieving project management excellence, or maturity, is more likely with a repetitive process that can be used on each and every project. This repetitive process is referred to as the project management methodology.” Claudiu-Marian describes many of the factors that influence the success of modern companies. Of the factors that he lists, the one that stands out to me is organizational culture. For a company to succeed it must have solid teamwork, unwavering trust, effective communications, and unbiased cooperation. John Compton sought to develop a culture of cooperation within his organization to replace the non-cooperative/competitive culture that existed. It appears that the executive staff delayed the change in methodology for several reasons to include job security, fear of upsetting other employees, resistance to change, and unwillingness to shift authority to whoever acts as the PMO Lead. They created a PMO with out providing tools and authority for the new venture to succeed. Using the Handbook of Project Management and PMBOK as a guide, I would inform the company president and senior executives that the Program Management Office should report directly to the same entity as the other executives...
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...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...
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...P. Faroleiro | Creating a Methodology | Case Report (Q&A) | Binetti Marco Nicola #2235 Brachet Léa #2199 Navarra Martina #2231 Rabassini Iole #2320 Tsui Janice #209317/02/2015 | 1) What can you determine about the corporate culture from the fact that they waited this long to consider the development of an EPM system? Analysing the case, it is noticeable that the corporate culture is characterized by individualism in spite of cooperation, regarding both departments and their executives. Indeed, for the latters, the prospect of losing authority and power overcomes the benefits originated by the introduction of Project Management. This can be seen as a clear evidence of the lack of correlation between the true essence of the corporate culture concept and the executives’ behaviour. Moreover, the significance of this issue is confirmed by the President’s bewilderment regarding his staff’s reluctance towards an EPM development. Indeed, executives showed more concerns about the changes in hierarchy status rather than the likelihood of losing their jobs. In fact, the President has proved that the company is losing marketplace, therefore the introduction of an EPM approach could help the company to recover its position. However, employees rely on routines and are afraid of challenging them, stating a strong resistance towards organization’s change. Moreover, enforcing a new methodology would imply to invest...
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...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...
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...Creating a Methodology Barbara Manley Professor Dr. Greg Hart BUS 375 April 19, 2015 Creating a Methodology 1 A project management methodology is the framework created expressly for a project or client, as recorded in Kerzner (2013). The portions for each specific project are 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 certain that the thought of losing power and control was a huge obstacle blocking the executive staff from creating a project management methodology. Facts with in corporate culture that may have led to this struggle of a PMO and a methodology were the aversion to change within the corporate structure due to the fear involved of losing power and control. However, as stated in the case study, it would be better to lose a little control verses losing your job. Kerzner (2013) stated 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 the text, change management processes follow a pattern of denial, exploration, resistance, and then support. They believed that a good atmosphere includes teamwork, trust, communication, cooperation; that leads to benefits that stretch from employees out to the clients. Yazici (2011), stated that “if an organization is to have a Clan or...
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...Assignment 1: Creating a Methodology Shenita L. Gooding Strayer University BUS 375: Project Management Professor: Dr. James Wise April 22, 2015 ABSTRACT The President of the company, John Compton was angry that he could no longer bid on Requests for Proposals (RFP) because his company did not have a project management methodology. The executives had to initiate the implementation of the project management methodology or the President would do it himself. The methodology had to be completed in six months. According to Whitaker, S., (2014), “methodology is an appropriate, professional, repeatable, standardized, discoverable and documented collection of processes, tools, technique and template for managing projects.” The methodology is what you use to deliver your projects. This paper will explain the factors necessary for a program management methodology. Assignment 1: Creating a Methodology The case study, “Creating a Methodology”, started with the President John Compton expressing that he could no longer bid on Requests for Proposals (RFP). He told the executives that the lack of project management methodology they could not bid on contracts. The President gave the executives six months to come up with the methodology or he would do it himself. The factors about the corporate culture were the behaviors, the lack of planning, scheduling ad controlling work (Wiley, J., 2013, p.109). The corporate culture at play was the behaviors of the executives...
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...CREATING A METHODOLOGY BUS 375 Week 2 Assignment Professor Christopher Hase By: Nicole Brevard 07/11/2015 There were two contributing factor that stood out that surrounded the corporate culture that were at play that contributed to the executive staff waiting so long to develop an Enterprise Project Management Methodology. The first contributing factor was the executives were afraid of losing their power and authority they had. I believe they knew by developing a Enterprise Project Management Methodology, that only one executive would be in charge and more powerful than the other executive's. The executives new at some point they would have to do it, but what they did not understand is by not developing an Enterprise Project Management Methodology they were putting the company’s growth and competitiveness in jeopardy. The second contributing factor was the executives had no clue on were to begin with developing an Enterprise Project Management Methodology. The executives were so afraid of who was going to be in control that they really never thought it out. The executive staff recommended 12 life cycles which would have increased paper work and less time to manage the project. A consultant was called in to assist them in creating an Enterprise Project Management Methodology explaining the pros of having. My recommendation for Mr. John Compton and his executive staff is that the Project Management office should not report to the CIO. My reasoning is the...
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...http://msdn.microsoft.com/en-us/library/bb466232.aspx#eacompar_topic4 Home Library Learn Downloads Support Community Sign in | United States - English | Preferences Expand MSDN A Comparison of the Top Four Enterprise-Architecture Methodologies Roger Sessions ObjectWatch, Inc. May 2007 Applies to: Enterprise Architecture Summary: Twenty years ago, a new field was born that soon came to be known as enterprise architecture. This paper covers a broad introduction to the field of enterprise architecture. Although the history of the field goes back 20 years, the field is still evolving—and rapidly so. (36 printed pages) Contents Executive Summary Introduction A Brief History of Enterprise Architecture Case Study The Zachman Framework for Enterprise Architectures The Open Group Architecture Framework (TOGAF) Federal Enterprise Architecture (FEA) Gartner Comparison Conclusion Glossary References Executive Summary Twenty years ago, a new field was born that soon came to be known as enterprise architecture. The field initially began to address two problems: System complexity—Organizations were spending more and more money building IT systems; and Poor business alignment—Organizations were finding it more and more difficult to keep those increasingly expensive IT systems aligned with business need. The bottom line: more cost, less value. These problems, first recognized 20 years ago, have today reached a crisis point. The cost...
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