The AtekPC Project Management Office
AtekPC is a mid-sized U.S PC maker with sales of $ 1.9 billion and employed 2100 full time employees and additional 200 part time workers. This case discusses most of the obstacles to establishing a PMO (Project management Office) are beyond the CIO and PMO Manager's control. We see a lot of problems faced by the CIO in implementing a PMO in the enterprise. Regardless of the technical challenges during the implementation, the core of the problems seems to be that the PMO is lacking organization support, from the top to the bottom. There is not enough executive stakeholder support, there is no visibility of the program, there is a conflict of interests within departments and employees are reluctant to change the ways they have been doing things. Issues brought out in the case include defining the PMO's purpose and mission, the structure and governance of the PMO, and how to successfully implement it in what appears to be a resistant culture. Objective of PMO
PMO’s objective is to provide more consistent and better practices for both business and IT projects. Realize benefits derived from consistent project practices. Challenges faced by AtekPC and PC industry and Need Analysis for PMO • Reduction in time and cost and increase profitability:- PC industry was going under major cost cut PMO can help in achieving it by reducing time in implementing projects and there by reducing cost by saving resources. • Slow down in sales :- Looking at new products and new markets to maintain revenue growth and increase profitability .Cost reduction strategies aimed at further improving the efficiency of their supply chains, while lowering the cost of distribution. • Provide Standardization; - PMO implementation was required in order to provide standardization in managing projects and to gain improvements in the planning and performance of initiatives. • Consolidation : PC industry was looking to reduce cost by increase in economy of scale so consolidation was at its peak. Assuming that AtekPC acquires some other company or and merges with other then need of PMO is much more in order to meet the requirement at accelerated speed and bulk of load. • New Projects: - New projects were larger, more complex and they involved multiple functional areas and multiple technological areas. Roles of PMO
• Resource Integration: - Project focused responsibilities such as consulting, mentoring and training services that enable success of individual project. • Project Management :- Organizing projects and efficient resource utilization Identify the stakeholders and what is their level of involvement. Increase accountability and focus on need of the project. • Business Alignment :- PMO should take care that at the strategic business need were taken care of while choosing and implementing any of the projects so that organization can achieved its set goal. • Cross-functional integration:- Shift the focus from individual departments which were often provided with discrete information services to increase integration among functional areas. • Enterprise Responsibilities : Services to improve all projects such as portfolio management, PM standards, methods and tools and project performance activities. Problems faced by PMO
• PMO vision and role is not clearly defined :- There is no complete consensus regarding its purpose, its responsibilities, and its authority. It has slowly evolved. • Not enough executive stakeholder support :- Not all of the senior executives were equally enthused about the PMO concept. Authority was primarily being developed bottom-up through the value of the PMO services. Even this was limited to those functional areas and IT areas actively engaging the PMO. There was no current plan to enforce usage at the enterprise level. • Corporate culture limitation :- Corporate cultural change had been informal. They...