1. Transcending the traditional PMO focus (which attempted to enhance enterprise value by controlling and elevating PM standards and methods), trends in PMOs increased strategic integration, enhancing business performance. Describe how portfolio management can improve PMO business value. Has globalization influenced this PMO trend? Explain why or why not. Words: 200Please include atleast one peer reviewed reference in APA format. 2. Globalization changes the dynamics of projects and adds a layer of complexity. It can adversely affect the project outcome if the project participants are not aware of what they might encounter regarding cultural differences and multinational economic transactions. Global projects have unique influencing factors,including: Currency fluctuations and exchange ratesCountry-specific work codes and regulationsCorporate joint ventures and partnerships, creating entities with a presence and facilities in multiple countriesPolitical relations between countriesAvailability of high-demand workforce skills Describe how a global project can be more complex than a project performed within only one country. How do the influencing factors, listed above, affect the successful outcome of the global project? Support your positions with at least one current (no older than five years) scholarly source – peer reviewed in APA format Words: 200 3. Your boss mentions that recently a number of employees have received calls from individuals who didn’t identify themselves and asked a lot of questions about the company and its computer infrastructure. At first, he thought this was just a computer vendor who was trying to sell your company some new product, but no vendor has approached the company. He also says several strange e-mails requesting personal information have been sent to employees, and quite a few people have been seen searching your company’s trash dumpsters for recyclable containers. Your boss asks what you think about all of these strange incidents. Respond and be sure to provide recommendations on what should be done about the various incidents. 1. Words: 250 , 2. Provide at least one peer reviewed reference in APA format. 4. Please read the attached Creating a Methodology – Case study and answer any one (1) of the questions below QUESTIONS What can you determine about the corporate culture from the fact that they waited this long to consider the development of an EPM system?Can a PMO accelerate the implementation process?Is it acceptable for the PMO to report to the chief information officer or to someone else?Why is it best to have six or less life-cycle phases in an EPM system?Is it best to design an EPM system around flexible or inflexible elements? Generally, when first developing an EPM system, do companies prefer to use formality or informality in the design?Should an EPM system have the capability of capturing best practices? 1. Words: 250 , 2. Provide at least one peer reviewed reference in APA format.
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CASE STUDY
CREATING A METHODOLOGY
Background
John Compton, The president of the company, expressed his feelings
quite bluntly at the executive staff meeting;
We are no longer competitive in the marketplace. Almost all of the
Requests for Proposal (RFP) that we want to bid on have a requirement
that we must identify in the proposal the project management
methodology we will use on the contract should we be awarded the
contract. We have no project management methodology. We have just a
few templates we use based upon the PMBOK® Guide. All of our
competitors have methodologies, but not us.
I have been asking for a methodology to be developed for more than a
year now, and all I get are excuses. Some of you are obviously afraid
that you might lose power and authority once the methodology is up and
running. That may be true, but losing some power and authority is
obviously better than losing your job. In six months I want to see a
methodology in use on all projects or I will handle the situation myself.
I simply cannot believe that my executive staff is afraid to develop a
project management methodology.
Critical Issues
The executive staff knew this day was inevitable; they had to take the
initiative in the implementation of a project management methodology.
Last year, a consultant was brought in to conduct a morning three-hour
session on the benefits of project management and the value of an
enterprise project management methodology (EPM). As part of the
session, the consultant explained that the time needed to develop and
implement an EPM system can be shortened if the company has a
project management office (PMO) in place to take the lead role. The
consultant also explained that whichever executive gets control of the
PMO may become more powerful than other executives because he or
she now controls all of the project management intellectual property.
The executive staff fully understood the implication of this and
therefore became reluctant to visibly support project management until
they could see how their organization would be affected. In the
meantime, project management suffered.
Reluctantly, a PMO was formed reporting to the chief information
officer. The PMO was comprised of a handful of experienced project
managers that could hopefully take the lead in the development of a
methodology. The PMO concluded that there were five steps that had to
be done initially. After the five steps were done, the executive
committee would receive a final briefing on what had been
accomplished. The final briefing would be in addition to the monthly
updates and progress reports. The PMO believed that getting executive
support and signoffs in a timely manner would be difficult.
The first step that needed to be done was the establishment of the
number of life-cycle phases. Some people interviewed wanted ten to
twelve life-cycle phases. That meant that there would be ten to twelve
gate review meetings and the project managers would spend a great
deal of time preparing paperwork for the gate review meetings rather
than managing the project. The decision was then made to have no more
than six life-cycle phases.
The second step was to decide whether the methodology should be
designed around rigid policies and procedures or go the more informal
route of using forms, guidelines, checklists, and templates. The PMO
felt that project managers needed some degree of freedom in dealing
with clients and therefore the more informal approach would work
best. Also, clients were asking to have the methodology designed
around the client’s business needs and the more informal approach
would provide the flexibility to do this.
The third step was to see what could be salvaged from the existing
templates and checklists. The company had a few templates and
checklists but not all of the project managers used them. The decision
was made to develop a standardized set of documents in accordance
with the information in the PMBOK® Guide. The project managers
190
could then select whatever forms, guidelines, templates, and checklists
were appropriate for a particular project and client.
The fourth step would be to develop a means for capturing best
practices using the EPM system. Clients were now requiring in their
RFP that best practices on a project must be captured and shared with
the client prior to the closeout of the project. Most of the people in the
PMO believed that this could be done using forms or checklists at the
final project debriefing meeting.
The fifth step involved education and training. The project managers
and functional organizations that would staff the projects would need to
be trained in the use of the new methodology. The PMO believed that a
one-day training program would suffice and the functional
organizations could easily release their people for a one-day training
session.
QUESTIONS
1. What can you determine about the corporate culture from the fact
that they waited this long to consider the development of an EPM
system?
2. Can a PMO accelerate the implementation process?
3. Is it acceptable for the PMO to report to the chief information
officer or to someone else?
4. Why is it best to have six or less life-cycle phases in an EPM
system?
5. Is it best to design an EPM system around flexible or inflexible
elements? Generally, when first developing an EPM system, do
companies prefer to use formality or informality in the design?
6. Should an EPM system have the capability of capturing best
practices?

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