Creating A Methodology Case
CREATING A METHODOLOGY 1
QUESTIONS
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?
It is clear from the description that the company has been a vertical organization so far. So far, there are units that are managed by managers who would like to continue to maintain the reporting structure and power. Should a formal project management office be put in place, they are clearly afraid to lose power and control over their reports. The executive team is not very far-sighted. For the company to continue to be profitable in a competitive environment, they need to adopt and change and accept the importance of project management and reorganize their structure to adapt to accommodate the EPM system
2. Can a PMO accelerate the implementation process?
Yes a PMO will accelerate the development and implementation of an EPM system. The PMO which is comprised of a handful of experienced project managers are expected to take the lead in the development of a methodology. The PMO establishes the guidelines and a broad structure for all project managers and the teams. The PMO will establish templates, forms and processes that will provide a framework for all project managers to execute the projects. Uniformity in the process of execution will definitely accelerate the implementation process.
3. Is it acceptable for the PMO to report to the chief information officer or to someone else?
Yes it is acceptable that the PMO reports to the chief information officer. The PMO is comprised of experienced project managers who will be leading project and projects team that comprise of personnel from all departments. For the flow of the projects to function, it is important that PMO is managed by the C-level management who are able to remove all hindrances and make executive decisions for the project management teams.
4. Why is it best to have six or less life-cycle phases in an EPM system?
QUESTIONS
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?
It is clear from the description that the company has been a vertical organization so far. So far, there are units that are managed by managers who would like to continue to maintain the reporting structure and power. Should a formal project management office be put in place, they are clearly afraid to lose power and control over their reports. The executive team is not very far-sighted. For the company to continue to be profitable in a competitive environment, they need to adopt and change and accept the importance of project management and reorganize their structure to adapt to accommodate the EPM system
2. Can a PMO accelerate the implementation process?
Yes a PMO will accelerate the development and implementation of an EPM system. The PMO which is comprised of a handful of experienced project managers are expected to take the lead in the development of a methodology. The PMO establishes the guidelines and a broad structure for all project managers and the teams. The PMO will establish templates, forms and processes that will provide a framework for all project managers to execute the projects. Uniformity in the process of execution will definitely accelerate the implementation process.
3. Is it acceptable for the PMO to report to the chief information officer or to someone else?
Yes it is acceptable that the PMO reports to the chief information officer. The PMO is comprised of experienced project managers who will be leading project and projects team that comprise of personnel from all departments. For the flow of the projects to function, it is important that PMO is managed by the C-level management who are able to remove all hindrances and make executive decisions for the project management teams.
4. Why is it best to have six or less life-cycle phases in an EPM system?