Integrating Project Management Methodology: Obtaining Buy-In from Skeptical Co-Workers

First take care about what some people named "project management methdology". PRINCE2 could be considered a methodology. PMBOK is not a methdology and do not prescribe about a methdology so if you use the PMBOK then you have to decide your project life cycle and the deliverables/knowledge area/process/tools/techniques from the PMBOK you will integrate with the project life cycle you select. I have faced what you stated lot of times. I am not a seller, far from that, but what I understood is that I must sell this type of things by demonstraring the value they deliver where value could be understanding by people like "I will more happy doing this than without doing this". Some methods I learnt and help me a lot of that were "Solution Selling" or "SPIN Selling" selling methods and others selling methods like LAMP and Power Base Selling. But at the end, everything is reduced to take information about the environment and use it to achieve your objective. And remember, the champion today could be the looser tomorrow then take care.

Sergio: thanks for your response. I understand the ongoing debate as to whether PMBOK is a methodology or not. So, for our purposes, when I say, "integrating project management methodology', should we consider it to mean using the PMBOK as a basis for adopting PM practices?

I have used the term, "selling" previously with respect to the process of obtaining buy-in from the team. I was immediately corrected: I was told a PMs should never "sell" the idea of project management within the organization. Instead, a PM should leverage Leadership's desire to adopt project management principles to achieve change management. The goal would be to try and obtain consensus on what all of the stakeholders want from PM. So I guess I am approaching this task from that perspective. Real-world examples would provide further perspective.