Complete the case study at the end of Chapter 2 (pages 86-87). Some additional guidance:

1. As a consultant, report your findings/recommendations using a memorandum format addressed to the chief information officer. Your report must be no more than 3 pages (single-spaced, 12 point font, 1 inch margins).

2. Do not use a question and answer format. Weave your answers to the questions into your report and feel free to address them in any order.

3. In addition to the 6 questions listed, recommend and justify an organizational structure to facilitate project management during the first year.

This is an individual exercise.

CASE STUDY CREATING A METHODOLOGY Background John Compt, the other company, his feeling quite bluntly at the wester We are no longer competitive as the markeplace. Alust all of the Request for Proposal RPP that we want to do ver we must identity in the proposal the pro ject management methodology we will the comedoeld we be awarded the contract We have to project management methodology. We have just a few templates we use based upon the PMBOK" Guide All of the adologies, but not ve been asking for a methodology the descope for more than a year, and all get are excules. Some of you are by find that you might lose power and that once the methodology in spanning Tutmee. but losing some power and authority is obviously better than oing your job. I want to see a methodology in use on all projects I will handle the situation cannot believe that my executive staff in fraid to develop project managed Criticals The executive all know this day was inevitable; they had to take the initiative in the moment of a project matugement methodology Last year, a contabrood in to detaining three-hour session on the ben clits of project management and the state project management methodology EPMAs part of these the explained that the time needed to develop and Implement an EPM system can be shamed the company has a project management office (PMO) in place to take the lead role. The cabo explained that whichever executive gets control of the PMO may become more powerful than other secutives because he or she now Controls all of the prosect management intellectual property. The executive staff fully undervond the implication of this the became relactant to visibly support project management until they could see how the would be attincted. In the meantime, project management suffered Reluctantly, PMO was formed reporting to the chief information officer. The PMO.com prised a hundful of experienced project manager who could hopefully take the lead in the de clopment of a melegs. The Pediatere were lives that had to be done initially. After the five eps were does the committee would receive a final briefing on what had been accomplished. The first would be in addition to the monthly updates and progress reports. The PMO bleeding cutive support and signats in timely manier would be difficult The line that needed to be done winment of the number of life cycle phases. Some people interviewed and to the secyclephes. That meant that there would be tento recepte review meetings and the project managers would spend a great deal of time preparing paperwork for the gate epither than managing the project. The decision was then make our fecycle pres The second step was to decide whether the methodology should be designed wound mit policies and procedures apo te mere informal of sing fom.uidelines, check in templates. The PMO that project manapers needed some degree of freedom in dealing with clients and therefore the more formal prach would work best. Als were ask- ing to have the whology departe de ese and the more informal preach would provide the fly to do this The third step was to see what could he shaped from the existing templates and check lis. The company had a few templates and checks to all of the project managers used them. The decisice was made to develop and set of documents in accordance with the information in the PMBOK Guide. The project manage could the select whatever form. puidelines templates and checklists wmpgrupate for a particular project and client The fourth dep woe to dechipa Scaring best practices in the EPM ystem Clients were requiring the best practices on project must be cap tured and shared with the contratohethemet Most of the people in the PMO helieved that this could be donese checklists the final project chricing The titten involved education The project managers and functional organi xations that would stall the projected to be mined in the wof the new methodology The PMO believed that one day training programa udice and the functional organista could easily release their people for dying CASE STUDY CREATING A METHODOLOGY Background John Compt, the other company, his feeling quite bluntly at the wester We are no longer competitive as the markeplace. Alust all of the Request for Proposal RPP that we want to do ver we must identity in the proposal the pro ject management methodology we will the comedoeld we be awarded the contract We have to project management methodology. We have just a few templates we use based upon the PMBOK" Guide All of the adologies, but not ve been asking for a methodology the descope for more than a year, and all get are excules. Some of you are by find that you might lose power and that once the methodology in spanning Tutmee. but losing some power and authority is obviously better than oing your job. I want to see a methodology in use on all projects I will handle the situation cannot believe that my executive staff in fraid to develop project managed Criticals The executive all know this day was inevitable; they had to take the initiative in the moment of a project matugement methodology Last year, a contabrood in to detaining three-hour session on the ben clits of project management and the state project management methodology EPMAs part of these the explained that the time needed to develop and Implement an EPM system can be shamed the company has a project management office (PMO) in place to take the lead role. The cabo explained that whichever executive gets control of the PMO may become more powerful than other secutives because he or she now Controls all of the prosect management intellectual property. The executive staff fully undervond the implication of this the became relactant to visibly support project management until they could see how the would be attincted. In the meantime, project management suffered Reluctantly, PMO was formed reporting to the chief information officer. The PMO.com prised a hundful of experienced project manager who could hopefully take the lead in the de clopment of a melegs. The Pediatere were lives that had to be done initially. After the five eps were does the committee would receive a final briefing on what had been accomplished. The first would be in addition to the monthly updates and progress reports. The PMO bleeding cutive support and signats in timely manier would be difficult The line that needed to be done winment of the number of life cycle phases. Some people interviewed and to the secyclephes. That meant that there would be tento recepte review meetings and the project managers would spend a great deal of time preparing paperwork for the gate epither than managing the project. The decision was then make our fecycle pres The second step was to decide whether the methodology should be designed wound mit policies and procedures apo te mere informal of sing fom.uidelines, check in templates. The PMO that project manapers needed some degree of freedom in dealing with clients and therefore the more formal prach would work best. Als were ask- ing to have the whology departe de ese and the more informal preach would provide the fly to do this The third step was to see what could he shaped from the existing templates and check lis. The company had a few templates and checks to all of the project managers used them. The decisice was made to develop and set of documents in accordance with the information in the PMBOK Guide. The project manage could the select whatever form. puidelines templates and checklists wmpgrupate for a particular project and client The fourth dep woe to dechipa Scaring best practices in the EPM ystem Clients were requiring the best practices on project must be cap tured and shared with the contratohethemet Most of the people in the PMO helieved that this could be donese checklists the final project chricing The titten involved education The project managers and functional organi xations that would stall the projected to be mined in the wof the new methodology The PMO believed that one day training programa udice and the functional organista could easily release their people for dying CASE STUDY CREATING A METHODOLOGY Background John Compt, the other company, his feeling quite bluntly at the wester We are no longer competitive as the markeplace. Alust all of the Request for Proposal RPP that we want to do ver we must identity in the proposal the pro ject management methodology we will the comedoeld we be awarded the contract We have to project management methodology. We have just a few templates we use based upon the PMBOK" Guide All of the adologies, but not ve been asking for a methodology the descope for more than a year, and all get are excules. Some of you are by find that you might lose power and that once the methodology in spanning Tutmee. but losing some power and authority is obviously better than oing your job. I want to see a methodology in use on all projects I will handle the situation cannot believe that my executive staff in fraid to develop project managed Criticals The executive all know this day was inevitable; they had to take the initiative in the moment of a project matugement methodology Last year, a contabrood in to detaining three-hour session on the ben clits of project management and the state project management methodology EPMAs part of these the explained that the time needed to develop and Implement an EPM system can be shamed the company has a project management office (PMO) in place to take the lead role. The cabo explained that whichever executive gets control of the PMO may become more powerful than other secutives because he or she now Controls all of the prosect management intellectual property. The executive staff fully undervond the implication of this the became relactant to visibly support project management until they could see how the would be attincted. In the meantime, project management suffered Reluctantly, PMO was formed reporting to the chief information officer. The PMO.com prised a hundful of experienced project manager who could hopefully take the lead in the de clopment of a melegs. The Pediatere were lives that had to be done initially. After the five eps were does the committee would receive a final briefing on what had been accomplished. The first would be in addition to the monthly updates and progress reports. The PMO bleeding cutive support and signats in timely manier would be difficult The line that needed to be done winment of the number of life cycle phases. Some people interviewed and to the secyclephes. That meant that there would be tento recepte review meetings and the project managers would spend a great deal of time preparing paperwork for the gate epither than managing the project. The decision was then make our fecycle pres The second step was to decide whether the methodology should be designed wound mit policies and procedures apo te mere informal of sing fom.uidelines, check in templates. The PMO that project manapers needed some degree of freedom in dealing with clients and therefore the more formal prach would work best. Als were ask- ing to have the whology departe de ese and the more informal preach would provide the fly to do this The third step was to see what could he shaped from the existing templates and check lis. The company had a few templates and checks to all of the project managers used them. The decisice was made to develop and set of documents in accordance with the information in the PMBOK Guide. The project manage could the select whatever form. puidelines templates and checklists wmpgrupate for a particular project and client The fourth dep woe to dechipa Scaring best practices in the EPM ystem Clients were requiring the best practices on project must be cap tured and shared with the contratohethemet Most of the people in the PMO helieved that this could be donese checklists the final project chricing The titten involved education The project managers and functional organi xations that would stall the projected to be mined in the wof the new methodology The PMO believed that one day training programa udice and the functional organista could easily release their people for dying CASE STUDY CREATING A METHODOLOGY Background John Compt, the other company, his feeling quite bluntly at the wester We are no longer competitive as the markeplace. Alust all of the Request for Proposal RPP that we want to do ver we must identity in the proposal the pro ject management methodology we will the comedoeld we be awarded the contract We have to project management methodology. We have just a few templates we use based upon the PMBOK" Guide All of the adologies, but not ve been asking for a methodology the descope for more than a year, and all get are excules. Some of you are by find that you might lose power and that once the methodology in spanning Tutmee. but losing some power and authority is obviously better than oing your job. I want to see a methodology in use on all projects I will handle the situation cannot believe that my executive staff in fraid to develop project managed Criticals The executive all know this day was inevitable; they had to take the initiative in the moment of a project matugement methodology Last year, a contabrood in to detaining three-hour session on the ben clits of project management and the state project management methodology EPMAs part of these the explained that the time needed to develop and Implement an EPM system can be shamed the company has a project management office (PMO) in place to take the lead role. The cabo explained that whichever executive gets control of the PMO may become more powerful than other secutives because he or she now Controls all of the prosect management intellectual property. The executive staff fully undervond the implication of this the became relactant to visibly support project management until they could see how the would be attincted. In the meantime, project management suffered Reluctantly, PMO was formed reporting to the chief information officer. The PMO.com prised a hundful of experienced project manager who could hopefully take the lead in the de clopment of a melegs. The Pediatere were lives that had to be done initially. After the five eps were does the committee would receive a final briefing on what had been accomplished. The first would be in addition to the monthly updates and progress reports. The PMO bleeding cutive support and signats in timely manier would be difficult The line that needed to be done winment of the number of life cycle phases. Some people interviewed and to the secyclephes. That meant that there would be tento recepte review meetings and the project managers would spend a great deal of time preparing paperwork for the gate epither than managing the project. The decision was then make our fecycle pres The second step was to decide whether the methodology should be designed wound mit policies and procedures apo te mere informal of sing fom.uidelines, check in templates. The PMO that project manapers needed some degree of freedom in dealing with clients and therefore the more formal prach would work best. Als were ask- ing to have the whology departe de ese and the more informal preach would provide the fly to do this The third step was to see what could he shaped from the existing templates and check lis. The company had a few templates and checks to all of the project managers used them. The decisice was made to develop and set of documents in accordance with the information in the PMBOK Guide. The project manage could the select whatever form. puidelines templates and checklists wmpgrupate for a particular project and client The fourth dep woe to dechipa Scaring best practices in the EPM ystem Clients were requiring the best practices on project must be cap tured and shared with the contratohethemet Most of the people in the PMO helieved that this could be donese checklists the final project chricing The titten involved education The project managers and functional organi xations that would stall the projected to be mined in the wof the new methodology The PMO believed that one day training programa udice and the functional organista could easily release their people for dying