Creating a Methodology

Creating a Methodology
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Discuss factors about the corporate culture that were at play, and suggest central reasons why the executive staff waited as long as they had to consider the development of an Enterprise Project Management Methodology (EPM).
In today’s interconnected areas of work, employees need to closely work together to ensure high productions (Kogan, 2012). Employees are required to work as a team to tackle different projects. The corporate culture in the organization was a non-cooperative type, which often applies in cultures where individuals don’t trust one another. The employees were more worried about their personal issues as opposed to the interests of their organization.
The executive staff had waited for long before they decided to implement the Enterprise Project Management Methodology because they thought that their powers were going to be reduced in the organization (Olson, 2004). The introduction of an EPM meant that a Project Management Office had to be opened. The project management officer was going to be more powerful compared to other offices in the organization, hence the denial for the executive staff to implement an EPM as required.
Recommend to both the senior executives (i.e. the company) and John Compton (i.e., the president) whether the Project Management Office (PMO) should report to the Chief Information Officer (CIO) or to someone else. Justify the response.
The newly introduced Project Management Office (PMO) and the Chief Information Officer (CIO) should report directly to the organization’s president.

The president, on the other hand, will be required to report to the executives on the progress of the newly introduced methodology until it is fully operational. The process can only become viable if a communication plan is developed by the organization, for purposes of delivering information from one office to the other without problems (Pena, 2010). The need to have information from the PMO and CIO gathered together for the president will ensure consistency and effectiveness in their reports.
The communication plan will consist of how’s, to who and when kind of information which is vital for the project plan development and implementation. The plan will be vital as it will foster the organizations projects health, challenges, scheduling, budgets and any changes that may occur on the way. Communication between the CIO and the PMO will flow constantly as they present their information to the president until they both learn to communicate better and effectively towards the project requirements.

References
Kogan, A., & Petrank, E. (2012). A methodology for creating fast wait-free data structures. ACM SIGPLAN Notices.
Olson, E. L. (2004). Creating breakthrough innovations by implementing the Lead User methodology. Telektronikk, 100, 126-132. TELEDIREKTORATET. Retrieved from http://www.mytelenor.com/en/resources/images/Page_126-132_tcm28-45385.pdf
Pena, S. B., Abreu, M. M., Teles, R., & Espírito-Santo, M. D. (2010). A methodology for creating greenways through multidisciplinary sustainable landscape planning. Journal of Environmental Management, 91(4), 970-983.