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Selling Executives

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Selling Executives on Project Management
Derrick Smalls
BUS 375 – Project management
Strayer University
Dr. Shah Jamali
Fall quarter of 2013

Introduction
“Despite tremendous growth in the project management profession and substantial proof that the profession has helped increase productivity and bottom line earnings, some senior-level executives are still fighting progress” (Janice Thomas, PhD, Connie Delisle, PhD, and Kam Jugdev with assistance from Pamela Buckle). Selling project management to Executives is very difficult to do when the company main profit for years was based on products produced by the company and not project based work.
Discuss the Main Reasons Why the Executives Still Seemed Apprehensive

The executives were afraid to lose the balance of power the company was built off of. The executives did not want one person to have the majority of the power. If this was to happen one person would have the final say on critical and non-critical decisions. If this person was to make poor decisions this can cause the company to lose more profit and a competitive edge on the project driven portion of the company. If this were to occur it will affect the company as a whole. The executives are thinking strategically about the best interest of the company. “Based on the perspective that senior executives focus at a strategic level and view project management as tactical” (Janice Thomas, PhD, Connie Delisle, PhD, and Kam Jugdev with assistance from Pamela Buckle). I believe there are two reasons for the executives remained apprehensive after the presentation. One reason is because according to the consultant’s charts, there is a gap in the industry leader sales and Levon’s. However, Levon’s sales constantly grew over time I see no loses. The main reason I believe the apprehension remained, is the consultant did not I show or describe the...

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