Nowadays, IT functions are an integrated part of organizations' business. One way to manage this integration is to make sure that both parties use similar words with the same meaning to everybody. A way to achieve this common vocabulary is to share methods and measurements to govern the activities. Unfortunately, many of these methods and frameworks are customized for a specific niche, especially the ones that are related to technology management. The decision of which framework to use is more often a result of culture or standard within the business category than of an analysis of which framework would be the most beneficial for the company as a whole. This paper describes the process of the Swedish public agency working on the implementation of a common process for business improvement from the three perspectives of project management, quality improvement and enterprise architecture. Using action research within an implementation project at the organization, difficulties during the merging process were identified. The studied project deals with methods for technology management and consequently this is the base for the article.