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Assignment 1: Creating a Methodology
Due Week 2 and worth 100 points

Read the Chapter 2 Case titled “Creating a Methodology.” Write a one to two (1-2) page paper in which you:

Discuss factors about the corporate culture that were at play, and suggest central reasons why the executive staff waited as long as they had to consider the development of an enterprise project management methodology (EPM).
Recommend to both the senior executives (i.e., the company) and John Compton (i.e., the president) whether the project management office (PMO) should report to the chief information officer (CIO) or to someone else. Justify the response.
Use at least three (3) quality references. Note: Wikipedia and other Websites do not quality as academic resources.

Your assignment must follow these formatting requirements:

Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

Describe the key concepts, processes, and components of project management.
Analyze the interrelationships among the principal elements (time, cost, resources) in the performance of project management.
Evaluate the general systems factors affecting performance throughout the project life cycle.
Use technology and information resources to research issues in project management.
Write clearly and concisely about project management using proper writing mechanics.

Points: 100	Assignment 1: Creating a Methodology
Criteria	Unacceptable Below 60% F	Meets Minimum Expectations 60-69% D	Fair 70-79% C	Proficient 80-89% B	Exemplary 90-100% A
1. Discuss factors about the corporate culture that were at play, and suggest central reasons why the executive staff waited as long as they had to consider the development of an enterprise project management methodology (EPM). Weight: 45%	Did not submit or incompletely discussed factors about the corporate culture that were at play, and did not submit or incompletely suggested central reasons why the executive staff waited as long as they had to consider the development of an enterprise project management methodology (EPM).	Insufficiently discussed factors about the corporate culture that were at play, and insufficiently suggested central reasons why the executive staff waited as long as they had to consider the development of an enterprise project management methodology (EPM).	Partially discussed factors about the corporate culture that were at play, and partially suggested central reasons why the executive staff waited as long as they had to consider the development of an enterprise project management methodology (EPM).	Satisfactorily discussed factors about the corporate culture that were at play, and satisfactorily suggested central reasons why the executive staff waited as long as they had to consider the development of an enterprise project management methodology (EPM).	Thoroughly discussed factors about the corporate culture that were at play, and thoroughly suggested central reasons why the executive staff waited as long as they had to consider the development of an enterprise project management methodology (EPM).
2. Recommend to both the senior executives (i.e., the company) and John Compton (i.e., the president) whether the project management office (PMO) should report to the chief information officer (CIO) or to someone else. Justify the response. Weight: 40%	Did not submit or incompletely recommended to both the senior executives (i.e., the company) and John Compton (i.e., the president) whether the project management office (PMO) should report to the chief information officer (CIO) or to someone else. Did not submit or incompletely justified the response.	Insufficiently recommended to both the senior executives (i.e., the company) and John Compton (i.e., the president) whether the project management office (PMO) should report to the chief information officer (CIO) or to someone else. Insufficiently justified the response.	Partially recommended to both the senior executives (i.e., the company) and John Compton (i.e., the president) whether the project management office (PMO) should report to the chief information officer (CIO) or to someone else. Partially justified the response.	Satisfactorily recommended to both the senior executives (i.e., the company) and John Compton (i.e., the president) whether the project management office (PMO) should report to the chief information officer (CIO) or to someone else. Satisfactorily justified the response.	Thoroughly recommended to both the senior executives (i.e., the company) and John Compton (i.e., the president) whether the project management office (PMO) should report to the chief information officer (CIO) or to someone else. Thoroughly justified the response.
3. 3 references Weight: 5%	No references provided	Does not meet the required number of references; all references poor quality choices.	Does not meet the required number of references; some references poor quality choices.	Meets number of required references; all references high quality choices.	Exceeds number of required references; all references high quality choices.
4. Clarity, writing mechanics, and formatting requirements Weight: 10%	More than 8 errors present	7-8 errors present	5-6 errors present	3-4 errors present	0-2 errors present