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Enterprise Project Management: It Business

V R P, E. M. (2005) has argued that in the field of organizational development, enterprise project management has gained increased importance. In order to manage and adapt themselves to many global changes in business field, enterprise project management has been considered as an important option in many organizations. These days it has been seen that there is an increased adoption of information technology in business sector that has changed the way businesses work.

Since this inclusion of IT in business, emphasis is on multiple projects by utilizing enterprise project management as compared to single projects that were being handled in the past.

Along with this, another main idea that was in focus by many businesses was that for competition that is more successful it is necessary that more than one projects are handled, remaining within an enterprise. Thereby in business organizations, there are many ways in which an enterprise is defined and these are inclusive of the presence of more than one projects, streamlined.

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Another important fact that has been related with enterprises is that human resources can be an important source to handle these projects. In the field of IT and business related governance, it is important that mechanisms are utilized that can help in having a complete control over the projects in the form of constant monitoring along with reporting on status of all undergoing projects within an enterprise and this can be handled when processes that work with enterprise project management.

Zambruski, (2008) has argued that these days it has been seen that the organizations using Enterprise project management are using many different applications in order to have a control over many projects being handled.

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Some of these applications are inclusive of Project Management Office (PMO)/ Enterprise Project Management Office (EPMO) and this has been regarded as a more practical and a successful approach as compared to Project Management office. One of the main advantages these applications have is its implementation on an enterprise wide manner than can be helpful to the organizations.

Understanding the true potential of these applications, many Enterprise based methodologies might be adopted by organizations which are inclusive of PRINCE2, and PMBOK. Until recently, enterprise project management was being used for tracking and planning the projects but these days, enterprise projects have changed in such a way that portfolios of existing and future coming projects can be created and these future projects can be more dependent on certain fiscal year, budget sizes, available timeline, and demands of stakeholders.

This newer evolution is called as Project Portfolio Management. This is an application that has been considered useful for managing projects while keeping them in portfolios, as is done in the case of shares. Kerzner, (2009) argues that in case of designing portfolios, there is a need to overlook and strategically make decisions about projects that are to be selected or discarded based on requirements that are available in the hand of an organization.

One of the main reasons of proposals being rejected is that projects might not be promising in case of yields as calculated and anticipated. On the other hand, these projects are to be calculated for risk analysis that can help in rejecting or accepting projects. Thereby in case of Information technology enterprise management perspective highlights enterprise wide network administration and this has been used in many organizations but with an increasing growth, there is an additional complexity being observed in these systems.

Thereby an importance of enterprise project management arises from the fact that these utilities are used when the subject organization takes into account the project maturity systems along with methodologies, concepts, and systems that are involved in these project utilities. These days there are many implementations that have been taken into account. Project Management Offices (PMO) Englund, Graham, and Dinsmore, (2003) have mentioned that in case of PMO, it is important that enterprise management systems highlight strategic priorities of organizations in terms of projects.

One of the main associated reasons for this inability is that organizational priorities are based on departments on smaller scales rather than organization wide or enterprise wide. Researchers have addressed priorities being on a limited scope as they argue that these have caused a reduction of scope and there is an increased limitation seen in case of corporate support essential for organizations. On the contrary, importance of project management offices has been realized and these have been considered as more influential and profitable.

Project management offices are more effective even when organizational priorities have been arranged in an enterprise wide manner. In other words, project management offices are more effective when these are implemented on an organizational level rather than departmental level. Recently, research has been conducted that argues that many organizations have not implemented project management offices in an enterprise wide manner neither in a manner that can benefit these organizations in a greater manner.

In some cases, it has been seen that some organizations have implemented project management offices that work on a departmental levels and these are more efficient. Thereby here it can be concluded that project management offices implemented on a departmental basis are much more successful being more effective but their influences are lower outside departments that can cause a decrease on an organization and an enterprise wide influence.

In order to illustrate this fact the case of traditional project management offices will be compared with modern version of department and enterprise wide project management offices thereby a case can be built on the base of which, project management offices can be assigned a more strategic and comprehensive approach. Case study: Traditional Project Management Office (PMO) Verzuh, (2008) has argued that in case of project management offices, it has been seen that these are generally localized inside departmental offices.

Moreover, these are more related to IT departments or the engineering departments in organizations. These setups generally follow and work in accordance to a strategic orientation as these are working on a small scale as compared to working on an organization wide manner thereby having lesser influence. On the other hand, it has been reported that to increase departmental awareness, tool of presentations has been used in case of Project management office. In addition, one of the main reasons for presentations and workshops was training of managers and employees to learn more about Project management office.

These additional trainings and awareness programs have been linked to an increase of development of Project management office from its grass root levels to more formal structures within the organizations. Thereby an additional level of success was gained by Project management office on a departmental level. Project management office gained even more success in the phase of globalization when an element of sponsorship was added to these efforts of training and increased awareness.

Later on it was a proven fact that these executive level sponsorships were needed in a critical manner by Project management office and the main reason was a failure of implementation of Project management office in organizations because of lack of executive level sponsorsgiops. Comparison with Enterprise Project Management Office It has been reported by Bolles, and Hubbard, (2007) that the kind of changes required by Project management office was to move and evolve into the corporate side of business thereby being more exposed, rather than being implemented inside organizational departments.

Moving into corporate side of business ensures that a strategic position is gained by Project management office along with ensuring that all projects that are being followed inside an organization follow a strategic plan in order to attain the objectives of an organization. Thereby from here it can be deduced that the main difference between department based Project management office and an organization based Project management office is an attraction of executive support it achieves.

It has been reported that project management should not be in line with the departmental objectives rather it should be a representative of organizational goals in accordance to the strategies of an organization. Kerzner, (2009) has argued that in case of Enterprise project management, it has been advised that senior management team plays roles in order to increase its adoption in an organization wide manner. Strategies adopted by senior officials in an organization should ensure that Enterprise project management is adopted within an organization in a manner that all projects are easily checked for alignments with organizational goals.

All tools and processes implemented with Enterprise project management should be in accordance to all organizational strategies. One of the main concerns for senior officials within an organization deal with the fact that positive impact of an implementation of Enterprise project management on an organization should be anticipated so that benefits are reaped by an organization on a departmental, employee and consumer level.

Schwalbe, (2009) reports that in some cases it has been seen that Enterprise project management in an organization is mainly responsible for overseeing and taking care of all management related to certain running protects within an organization. On the other hand, there are some organizations that strategically believe on the implementation of Enterprise project management on a departmental level being more fruitful. Thereby direct reporting to higher authorities in organizations is the main rule of making sure that strategic implementation of Enterprise project management is aligned with organization’s goals and success strategies.

One of the main reason that has been highlighted for success of department based Enterprise project management is that all projects running within an organization can be aligned in a strategic manner keeping in mind the present resources and needs as compared to scenario based strategies. Thereby it is argued that departmental Enterprise project management are more successful as compared to organization wide Enterprise project management. Impacts And Advantages Of Enterprise Project Management Office

Verzuh, (2008) has argued that advantages and impacts of Enterprise Project Management Office are based on many reasons that have been identified through studies. It has been argued that these impacts are more dependent on strategic behaviors shown by authorities within an organization, as they are required to oversee the projects being in line with strategies of an organization; in addition to working of departments that are indirectly or directly linked with projects.

Management teams holding responsibility for successful execution of projects are held responsible for provision of qualitative and quantitative data in relation to projects on a monthly or a weekly basis so that project can be carefully monitored. Data usually required by the organization shows an overall impact of implementation of Enterprise Project Management Office on an organization when all projects are being handled under Enterprise Project Management Office.

It has been argued by Zambruski, (2008) that advantages of implementation of Enterprise Project Management Office within an organization can be deduced from the kind of projects that; 1. Have been completed after an implementation of Enterprise Project Management Office as compared to the list of projects that were started and were in the stages of completion before an organization wide implementation of Enterprise Project Management Office.

Projects that were being handled before an implementation of Enterprise Project Management Office can be the ones that been finalized because of certain time and resource based constraints. 2. Have been completed by keeping in mind the kind of resources and budget allocated to these projects as compared to the projects that have been completed before implementing Enterprise Project Management Office on an organizational level. 3. Have been designed in a strategic manner keeping in mind the corporate strategy of an organization. 4.

Have been completed on time based on requirements of stakeholders, customers, finding agencies, resources, and budget and in line to the planned time. These kind of projects include those that are managed and handled by trained managers. These projects are than compared to list of projects that are managed by the individuals rather than team members. 5. That have been completed based on prescribed schedule and format designed by Enterprise Project Management Office as compared to projects that were left incomplete because of not following the prescriptions of Enterprise Project Management Office.

6. Have been completed keeping in mind the risks involved in addition to any upcoming crisis situations as compared to projects that have been dealt or finished as a result of failures because of crisis situations. Thereby here the comparison is being made on the basses of risk calculation on projects that is possible based on implementation of Enterprise Project Management Office. 7. Have been completed in such a way that management team of projects have kept in mind the reduction in cycle time of projects, from project order to project delivery or from product manufacture to its launch.

Thereby here based on an implementation of Enterprise Project Management Office in an organization, time of project completion is being evaluated. 8. Are complex and strategic but are incomprehensive for stakeholders and consumers. Thereby these projects are completed in a way that they are presented in a simplified manner for these two parties 9. Have been completed by keeping in mind the skill levels of management team, leading an controlling team thereby ensuring that all projects are accompanies by a team of highly skilled people.

Thereby here it can be deduced that in case of any projects, proper calculations are to be made ensuring that all upcoming risks are calculated and informed to stakeholders as well as consumers priors to beginning the project. Higher authorities within any organization have to deal with many projects thereby it is important that main risks and profits in relation to an inline project are highlighted thereby keeping these higher authorities up to date with all project cycles. Thereby as an important strategy there is a need to report to higher official within an organizations in order to communicate in a continuous manner.

Englund, Graham, and Dinsmore, (2003) has in addition mentioned that all projects are required to be complied in the form of a report thereby all projects can be combined in one single in order to be handled or discussed in a collective manner keeping in mind the time constraints or budget constraints that may be linked. This is also advantageous in case of organizing and grouping the projects that may be on track, off track, those which are facing more risks and vice versa.

These are important considerations in case of implementation of Enterprise Project Management Office within an organization. on the other hand, it has been argued that different forms of communication are necessary for these projects as these can ensure inclusion of demands of customers and stakeholders designing projects in a way that important demands’ of these third parties are included and accommodated. Thereby in order to ensure a continuous process of improvement and ongoing success, customer feedbhakc and communication with higher authorities is to be ensured.

Conclusion Project management office implemented on a departmental level within an organization takes more pragmatic phase as soon as it is implemented in an organization wide or an enterprise wide manner. Being implemented on an enterprise level means that this system will ensure control of all levels of management responsible for different projects along with an assessment that can be carried out in order to align all project with strategic orientation that an organization has.

Thereby from here it can be deduced that the main aim of Enterprise Project management office is to help an organization to effectively manage their ongoing projects in way that they are more productive and strategic in accordance to the competition being faced by businesses in face of globalization. Another main point that has been learnt is that all projects of successfully managed have a deeper impact on the success levels of organizations along with impacts on customers, stakeholders, and third parties.

In addition to this, studies have concluded that there is an increased importance of communication with senior officials in regards to protest that are in line controlled by Enterprise Project management office as this strategy can be helpful in increasing timely approvals or rejections based on risk analysis or revenue based anticipations. Thereby a constant communication with senior officials within an organization has been given an increased importance.

References Bolles, D. , and Hubbard, G. D. (2007). The power of enterprise-wide project management, Safari Books Online. AMACOM Div American Mgmt Assn. Englund, L. R. , Graham, J. R. , and Dinsmore, C. P. (2003). Creating the project office: a manager’s guide to leading organizational change, The Jossey-Bass business ; management series. John Wiley and Sons. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling.

Edition 10. John Wiley and Sons. Schwalbe, K. (2009). Information Technology Project Management. Edition 6. Cengage Learning. V R P, E. M. (2005). Enterprise Project Management. ICFAI University Press. Verzuh, E. (2008). The Fast Forward MBA in Project Management, Portable MBA series, Safari Books Online, Edition 3. John Wiley and Sons. Zambruski,S. M. (2008). A Standard for Enterprise Project Management, ESI international project management series. CRC Press.

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Enterprise Project Management: It Business. (2020, Jun 02). Retrieved from

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