Methodology
PROJECT MANAGEMENT
Carlos A. Olin
Assignment 1: Creating a Methodology
BUS375: Project Management
Professor: Frank Mitchell
Date: 7/14/2014
In an ever changing, competitive environment, a business must ensure that it markets itself in a competitive manner showing the potential clients that it not only strives to be the best in its field, but also has something to offer that other businesses do not possess. In other words, the business must be ahead of the curve in order to succeed. To do so, there must be plans and standard operating procedures in place in order for it to be successful and competitive. The culture and moral of the business must also be up beat and ensure that all members of the team are participating in order to achieve these goals. When it comes to project management, there are four areas that represent a solid foundation on which project management practice standards and industry-specific extensions are built upon. These areas are “project, program, portfolio and the organizational approach to project management” (PMI, Inc). In the case study, the corporate executive team has already started off on the wrong foot, per se, because the corporate culture of the company is not a positive one. The executive staff is reluctant to implement new changes that could help the company stay competitive due to the fear of future possible advancement opportunities. Despite being given a lengthy time frame to develop and implement an enterprise project management methodology, the corporate culture is not enthusiastic and has taken no interest in supporting the project due to the possibility of the assigned project manager having overall control of the intellectual property (IP) at hand. People show a lack of interest to adapt to change and learn newly implemented practices due to various reasons ranging from the “lack of project management expertise and formal training, inadequate management tools, insufficient
Carlos A. Olin
Assignment 1: Creating a Methodology
BUS375: Project Management
Professor: Frank Mitchell
Date: 7/14/2014
In an ever changing, competitive environment, a business must ensure that it markets itself in a competitive manner showing the potential clients that it not only strives to be the best in its field, but also has something to offer that other businesses do not possess. In other words, the business must be ahead of the curve in order to succeed. To do so, there must be plans and standard operating procedures in place in order for it to be successful and competitive. The culture and moral of the business must also be up beat and ensure that all members of the team are participating in order to achieve these goals. When it comes to project management, there are four areas that represent a solid foundation on which project management practice standards and industry-specific extensions are built upon. These areas are “project, program, portfolio and the organizational approach to project management” (PMI, Inc). In the case study, the corporate executive team has already started off on the wrong foot, per se, because the corporate culture of the company is not a positive one. The executive staff is reluctant to implement new changes that could help the company stay competitive due to the fear of future possible advancement opportunities. Despite being given a lengthy time frame to develop and implement an enterprise project management methodology, the corporate culture is not enthusiastic and has taken no interest in supporting the project due to the possibility of the assigned project manager having overall control of the intellectual property (IP) at hand. People show a lack of interest to adapt to change and learn newly implemented practices due to various reasons ranging from the “lack of project management expertise and formal training, inadequate management tools, insufficient
References: Kerzner, H., (2013) Project Management: A Systems Approach to Planning, Scheduling, and Controlling. USA: John Wiley & Sons PMI, Inc, (2013) A Guide to the Project Management Body of Knowledge (PMBOK® guide). Fifth edition. Project Management Institute, Inc. Weaver, P., Doyle, B. (2010) Five Steps to Ensure Project Success. Retrieved from http://www.mosaicprojects.com.au/Resources_Papers_004.html