Corporate Culture Factors and Enterprise Project Management (EPM)
Corporate culture means the human behavior in the organization and the meanings created by the behaviors (Barrey, 2008). Culture entails mission and vision of the organization, core values, symbols and norms existing in the corporation. New members of the organization learn the collective pattern of behavior through thinking, perceiving or feeling (Robbins, 2007). There are several categories of cultures in project management. The categories determined by; the competitive industry environment, level of trust or cooperation within the organization, and nature or project operations.
Cooperative cultures ensure proper communication and trust within the project organization (Papa, 2008). Non-cooperative cultures illustrate mistrust and worry in the organization. The personal interests are superior to the team or organization interests. Competitive cultures encourage team performance. Project managers value teams because they are more effective in realizing organizational goals. Isolated cultures develop in large organizations. The project manager encourages functional units to develop their unique identity. Fragmented cultures form when teams or departments operate in different geographical areas. Multinational organizations have this type of culture (Barrey, 2006).
Enterprise Project Methodology (EPM) entails a series of procedure, techniques and activities that apply in the management of projects. EPM applies when products and customers need similar requirements. EPM ensures consistency in the management of projects because of the minimum customization needs for the products or customers (Kerzner, 2013). Before implementing EPM, senior executive staffs of the project must analyze several issues satisfactorily.
The project manager must first identify the appropriate methodology, among several alternatives. For the methodology to be effective, it must adhere to the strategies of the project. Implementation of EPM is at the maturity stage of the organization. If the culture of the organization is mature, then a flexible methodology can be formulated and implemented. The project management must sufficiently develop the competencies of staffs. Knowledgeable staffs understand the benefits of methodologies, and the proper approach of developing and implementing it (Kerzner, 2013).
Reporting Relationship of Project Management Officer
The senior executives of project organizations must adequately understand the roles and responsibilities of all staff members within the guidelines of the organizational structure. Project Management Officer operates within the top management of the project organizations. The officer is responsible for supervision some project staffs. It is significant for the officer to have a supervisor whom he/she reports to, or is answerable and accountable to (Kerzner, 2013). It is not effective for the Project Officer to report to the Chief Information Officer. The responsibilities of the two crucial positions are completely different, though complimentary. The two positions require individuals with different competencies, and the occupants should operate in different departments of the project organization. The Chief Information Officer is the head of the Communication function of the organization (Papa, 2008). On the contrary, the work of the Project Management officer cuts across all the departments of the organization.
The project Management officer should report to the top most position in the project organization; for example the Chief Executive Officer or the President. The roles of the two positions are in line with each other. The President or Chief Executive Officer is responsible for formulating vision and mission of the organization. The Project Management officer is responsible for formulating the strategies that will effectively and efficiently realize the long-term goals of mission and vision (Kerzner, 2013). The President ensures proper implementation of the strategies. The Monitoring and Evaluation functions of the Project Manager are of great interest to the President. Monitoring ensures efficient usage of resources in the entire organization. Evaluation illustrates the desired output, outcome, and impact of the project organization (Papa, 2008).
Barney, J. (2006). Organizational Culture: Can It Be a Source of Sustained Competitive Advantage? Academy of Management Review, 11(2), pp. 247–250.
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling and controlling. NJ; John Wiley and Sons.
Papa, M. (2008). Organizational Communication Perspectives and Trends. London: Sage Publications.
Robbins, S. (2007). Organizational Behavior. NY: Pearson Education Inc.