Workplace environment is referred as organizational culture which is generally formulated from the interaction of the employees. Organizational culture is well defined by the employee’s life experience, education, strengths, upbringing and their weaknesses this aid to estimate the cost as well as reduce time taken in organization production. However executives contribute a large role in organizational culture definition by their leadership and actions. Enterprise Project Methodology is a main field in organization development since it contributes in organizations managing integrally and how organization adapt to the changes of a transformation (Hallows, 1998).
Enterprise Project Management involves communicating, thinking and working as is supported by information system which in turn organizes enterprise’s resources in very direct relationship to achieve leadership’s mission, objectives, vision, goals and strategies that propels the organization to world of success. Therefore, the executive staffs are recommended to wait as they consider the development of an EPM methodology (Schein, 1999).
Implementing an EPM toolset requires to be considered in the light of the organization’s methodologies, governance and processes structures. My recommendation to the senior executives and the company’s president is that, honestly, a PMO should fall under the umbrella of the CIO’s office. That said there are a couple of things to keep in mind. First, CIO is a centralized teams since the larger the IT department result to increase in numerous numbers of projects (Schnapper, & Rollins, 2006).
Second, PMO should reside in IT; cross functional groups should be there to evaluate the value of a program. This influence will lead to provide credibility, visibility and support for program work. Finally, PMO is known t establishes standards, evaluate projects progress as well as set milestones as it run initiatives. PMO’s is required to be cross relational team to maintain good insight into the business line.
References
Hallows, J. E. (1998). Information systems project management: How to deliver function and value in information technology projects. New York: AMACOM.
Schein, E. H. (1999). The corporate culture survival guide: Sense and nonsense about culture change. San Francisco, Calif: Jossey-Bass.
Schnapper, M., & Rollins, S. C. (2006). Value-based metrics for improving results: An enterprise project management toolkit. Ft. Lauderdale, Fla: J. Ross Pub.
