The Atekpc Project Management Office
The AtekPC Project Management Office:
Situation:
John Strider the CEO of AtekPC is faced with pressure that is facing the PC industry as a result of the industry transition. Strider had in the past thought of a Project Management Office which if implemented would of great benefit to AtekPC in the long run. He however did not want to implement this idea in a rush because he had concerns of the effect it would have if they tried to push hard with the idea. There were questions on how PMO Program would integrate with the AtekPC culture. These issues were important for the success of both the company and the program. The newly hired management team that spearheaded the PMO program was new to the PC business and the AtekPC and had minimum knowledge on the culture’s company. Strider was concerned that if not well planned and implemented the PMO would fail as a result of it fighting against the company’s culture.
AtekPC was founded in 1984 and had grown to become a mid-sized US PC maker with over 1 Billion in sales. The PC industry was going through hard times and as a result was launching cost reduction strategies which would lower cost of distribution. Strider knew that change in the PC industry was AtekPC was facing competition from PC companies which had transitioned from contract manufacturing to marketing their own branded PCs. With these challenges AtekPC began several initiatives that would hopefully maintain the company’s stability in the future. One initiative was to establish a Strategic Planning Office which would help to manage projects more efficiently and effectively.
AtekPC extensive portfolios of applications were principally focused at the operational level for business functions including accounting, sourcing, manufacturing, distribution and sales. The company normally had small to medium sized projects in terms of size and duration, these projects were managed informally and lacked standardized practices. The projects included more of
Situation:
John Strider the CEO of AtekPC is faced with pressure that is facing the PC industry as a result of the industry transition. Strider had in the past thought of a Project Management Office which if implemented would of great benefit to AtekPC in the long run. He however did not want to implement this idea in a rush because he had concerns of the effect it would have if they tried to push hard with the idea. There were questions on how PMO Program would integrate with the AtekPC culture. These issues were important for the success of both the company and the program. The newly hired management team that spearheaded the PMO program was new to the PC business and the AtekPC and had minimum knowledge on the culture’s company. Strider was concerned that if not well planned and implemented the PMO would fail as a result of it fighting against the company’s culture.
AtekPC was founded in 1984 and had grown to become a mid-sized US PC maker with over 1 Billion in sales. The PC industry was going through hard times and as a result was launching cost reduction strategies which would lower cost of distribution. Strider knew that change in the PC industry was AtekPC was facing competition from PC companies which had transitioned from contract manufacturing to marketing their own branded PCs. With these challenges AtekPC began several initiatives that would hopefully maintain the company’s stability in the future. One initiative was to establish a Strategic Planning Office which would help to manage projects more efficiently and effectively.
AtekPC extensive portfolios of applications were principally focused at the operational level for business functions including accounting, sourcing, manufacturing, distribution and sales. The company normally had small to medium sized projects in terms of size and duration, these projects were managed informally and lacked standardized practices. The projects included more of