Creating a Methodology

In: Business and Management

Submitted By Marbar15
Words 374
Pages 2
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 answers to the basic questions of who, what, why and when are essential to accomplishing this goal. Another important step in achieving acceptance is having the project management office open to and encouraging involvement from the executive staff. In order for any change to be effective, those that are affected by that change must feel that they had an input and that their concerns…...

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