Project management methodology implementation is strongly

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Reference no: EM13382544

Project Management methodology implementation is strongly affected by organizational culture (Mochal 2003) that it is why our company dedicates a lot of efforts to create a portfolio-minded culture and that include "Prioritize portfolio management and position it as value-add, Dedicate resources to portfolio management and Educate leaders and peers to understand and practice portfolio management." (PMI, n.d)

We all agree that the support of executive management contributes a lot in the successful implementation of PPM. Executive management in our company realize the value of effective project portfolio management therefore they assign a high degree of importance to portfolio management, this support wouldn't be visible without the culture of Transparency which is a vital characteristic of accountability, this culture of accountability resulted in transparent decision-making and relationships, authentic reporting of resource utilization and accomplishments hence a successful implementation of PPM.

I think team work culture in our company have contributes in the success of PPM implementation, According to Rothman (2009) "making portfolio decisions is never a single person's problem" managing of project portfolios mainly rely on collaboration of executive managers, project managers , stakeholders and the team members. This collaboration ensures that the decisions made are for the benefits of the organization not only for the benefits of departments or individuals. Trust however is "the biggest barrier to collaborating on the project portfolio" (Rothman, 2009) gaining the trust of the managers, team, stakeholders in order to gain their support was the main challenge faced by the company, the company thus started to build trust within the workplace so that team work culture will be adopted by all employees.

In the case of McElory Translation Company, the lack of communication resulted on insufficient deliverables since the company wasn't effectively communicating with the client, the management usually didn't had any clue about the business needs of the client thus McElory couldn't satisfy the client's needs.

McElory company didn't have the culture of team working, the company's departments and divisions were separated, add to that the line managers weren't collaborating with the staff , the scope of the project wasn't communicated with the team which resulted on lack of accountability and responsibility.

In order to improve the quality and value of the company's deliverables the management decided to change the culture of the company, they started to build a culture of knowledge sharing and team work among the employees, the most important steps taken by the management were:

To create a project tracking system which allows the line managers to track and communicate the team's activities.

To establish a share network which contained all the clients communication, planning assumption, source files etc. this step have created a culture of transparency among the staff since all information including client's needs were available to everyone in the company.

Establishment of customer service department to address client's issues and requirements.

Conducting daily meeting for particular projects to review the progress of the project and to open the floor for new idea and suggestions.

Reference no: EM13382544

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