Enterprise Management Methodology Development

Subject: Management
Pages: 3
Words: 590
Reading time:
3 min
Study level: College


Strategic planning

The goals and aims of a business are well interpreted when there is an explicit understanding of the existing market and competition, with decisions and allocation of resources being made to its success. “Project management is increasingly becoming a principal way of doing business in many organizations. The key to productivity is often found in how we manage projects, which are the tools for implementing the business strategy of an organization. Creation of strategies to meet these needs and goals should focus on what needs to be done interms of actions and completing tasks” (Kerzner, 2013). John Compton identifies with this fact by stating that “the company is no longer competitive in the market place”. He directs the executive staff members to develop a system that will help project management in the company. The company later established a Project Management Office for consultation on project’s choice, standards and procedure maintenance, project support to clients and quality assurance.


Providing a support procedure is significant during the development and implementation of an Enterprise Project Management method. The Project Management Office has to prepare to offer support to clients in the form of training and answering queries, when new rules and templates start operating (Charvat, 2003). John’s company involves a consultant to train the staff members on the advantages of the Project Management Office, its operations and the role of an Enterprise Project Management method. The Enterprise Project Management decides which projects to keep and which ones to discard. It also determines the best portfolio to follow and once agreed on, a personal project monitoring process begins. “Implementing an Enterprise Project Management tool-set needs consideration in the light of the organization’s Project Management Maturity and the methodologies, processes and governance structures that are now in place” (Karkukly, 2012).


It requires stakeholders like project managers to start and complete a project. In this context, involvement of people, from the company’s president to staff members is clear. “The interactions among people and management systems often differentiate a successful project from one that fails” (Wong, 2007). The company’s president delivers in his role by spelling out the company’s goals, the problems hindering the company’s success, and ensuring placement of measures to counter attack the issues.

Product development

Every product or service needs good development to meet the provider’s objectives and client preferences. This company unfolds a homogenized set of document templates for use by all project managers, for all kinds of projects. Following requests made by clients, the company develops better means of capturing the best practices to help in sharing with clients before a project ends (Barkley, 2008).

Explanation of the Delayed Development of an Enterprise Management Methodology

Inefficiency, fear and laziness of the executive staff is what delays development of an Enterprise Management Methodology. The company’s president says, “Some of you are obviously afraid that you might lose power and authority once the method is up and running.” Staff members should put the interest of the company first and not worry about their own, knowing that “losing some power and authority is obviously better than losing their job” as stated by the company’s president.


My advice to John and the company is that the Project Management Office should report to the president and not the Chief Information Officer. The president is overseeing the development process himself, and so the likelihood of getting timely approvals and advice is faster than when done through the Chief Information Officer whose authorization powers are little, considering the short deadline of six months.


Barkley, B. (2008). Project management in new product development. New York: McGraw Hill.

Charvat, J. (2003). Project management methodologies: Selecting, implementing, and supporting methodologies and processes for projects. Hoboken, NJ: Wiley.

Karkukly, W. (2012). Managing the pmo lifecycle: A step-by-step guide to pmo set-up, build-out, and sustainability. S.l.: Trafford On Demand Pub.

Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling. Hoboken, New Jersey: John Wiley & Sons, Inc.

Wong, Z. (2007). Human factors in project management: Concepts, tools, and techniques for inspiring teamwork and motivation. San Francisco: Jossey-Bass.