Bus 375: Project Management Report
Creating a Methodology
BUS 375: Project Management
Professor Jim Schoeck
December 1, 2013
I think that corporate culture at an executive level is a big driver in many companies. Within any team of leaders and especially executive level leaders, there are usually strong and controlling personalities. Let’s face it; they would not be in a position with that level of power if they did not have a confident and dominant personality. The idea of a centralized Project Management Office (PMO) would potentially require the leaders in areas other than where the PMO reports to relinquish some power to the leader of the area where the PMO does report. I believe this to be the driver behind the executive staff in the example …show more content…
This includes technical and non-technical projects faced by any area or department within and organization. I believe a centralized PMO is becoming a necessity to most industries and organizations. Based upon the unique nature of any individual business, I think that the PMO should report to the department that makes the most sense for the respective business. In today’s world and with the exponential growth of technology, most IT departments have a lot of experience managing projects. Further, many projects that organizations are faced with are IT based or if they are not they have a heavy IT influence. That said, if a company operates mainly outside of the world of IT and there is little involvement with IT on projects, it may make more sense to have the project team report to an operational or financial …show more content…
When tasked with addressing this question in an existing organization, I think it is important to understand the types of projects that are being worked on. If they are mainly computer hardware, software, programming or projects of another technical nature, I think that is a no brainer. PMO should report to the CIO. If projects are of an operational nature or there is a significant overhead, revenue or profit associated to them, then it may be more effective to have the PMO report to the COO or CFO instead of the CIO. I think a good example to show how this may work is: “The construction of the Egyptian pyramids was managed by several generations, as described by Alessandro Prudencio in the 4th Ibero American Congress on Project Management. There are no explicit signs and no evidences of project management activity in the available documentation about the pyramids, although there are technical evidences of engineering and architecture procedures.” (do Valle, J., e Silvia, W., & Soares, C. 2008) and clearly there was no IT Department at that
BUS 375: Project Management
Professor Jim Schoeck
December 1, 2013
I think that corporate culture at an executive level is a big driver in many companies. Within any team of leaders and especially executive level leaders, there are usually strong and controlling personalities. Let’s face it; they would not be in a position with that level of power if they did not have a confident and dominant personality. The idea of a centralized Project Management Office (PMO) would potentially require the leaders in areas other than where the PMO reports to relinquish some power to the leader of the area where the PMO does report. I believe this to be the driver behind the executive staff in the example …show more content…
This includes technical and non-technical projects faced by any area or department within and organization. I believe a centralized PMO is becoming a necessity to most industries and organizations. Based upon the unique nature of any individual business, I think that the PMO should report to the department that makes the most sense for the respective business. In today’s world and with the exponential growth of technology, most IT departments have a lot of experience managing projects. Further, many projects that organizations are faced with are IT based or if they are not they have a heavy IT influence. That said, if a company operates mainly outside of the world of IT and there is little involvement with IT on projects, it may make more sense to have the project team report to an operational or financial …show more content…
When tasked with addressing this question in an existing organization, I think it is important to understand the types of projects that are being worked on. If they are mainly computer hardware, software, programming or projects of another technical nature, I think that is a no brainer. PMO should report to the CIO. If projects are of an operational nature or there is a significant overhead, revenue or profit associated to them, then it may be more effective to have the PMO report to the COO or CFO instead of the CIO. I think a good example to show how this may work is: “The construction of the Egyptian pyramids was managed by several generations, as described by Alessandro Prudencio in the 4th Ibero American Congress on Project Management. There are no explicit signs and no evidences of project management activity in the available documentation about the pyramids, although there are technical evidences of engineering and architecture procedures.” (do Valle, J., e Silvia, W., & Soares, C. 2008) and clearly there was no IT Department at that