Creating a Methodology

Keia Brooks

BUS375

October 17, 2014

Professor George Dollar

Creating a Methodology

The main reason the executive staff waited so long to implement an Enterprise Project Management Methodology (EPM) was because many of the employees through the ranks were on different pages and there was uncertainty among those involved. Uncertainty leads to disagreements, mistrust, and personal preferences become tied up in business politics. The lack of cooperation would have trickled down from senior management to lower level employees and would have affected their clients. They had to take their tine to re-evaluate so they would be able to find the methodology that best suited their client needs and was aligned with their business mission. Their organization is managing multiple projects and programs related to software. A potential challenge appeared to be integrating all of the projects into a cohesive picture for senior management (Pinnacle). If they were unable to establish a routine or system, then they would eventually have trouble juggling project priorities and allocating resources to meet competing demands. They knew they needed an integrated, consistent framework for project planning and control. They strayed away from buying the solution in the form of a software package, and overall success is in the application of a practical methodology, not in a piece of software (Kerzner, 2013). Scheduling, communicating, effort tracking, and storing project information regarding time, budget, issues and the lessons learned through positive and negative occurrences will help the company EPM operate to the best of its ability. Software is an intricate product to deal with and capitalizing on competitive advantage is one of the primary objectives. It is best for the company to report to the Chief Information Officer (CIO) and John