The AtekPC Project Management Office Case Study was assigned for this class to provide an overview of the challenges faced by management in the development and deployment of a PMO in an existing company. Based on the case study respond to the questions below incorporating not only the course reading materials‚ but any outside research that may be relevant. Be sure to cite the authority for any research included in your response. What were the changes in AtekPC’s business environment that caused
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usc of information technology nnd looking at new products and new markets to maintain revenue growth and boost profitability.! AtekPC Founded in 1984‚ AtekPC had grown to become a mid-sized U.S. PC maker with 2006 sales of $1.9 billion. AtekPC employed 2‚ I00 full-time workers and an additional 200 part-time workers. In spite of rapid growth in the 1990s‚ AtekPC found itself struggling alongside the world’s other PC makers 1 David Smith‚ "PC Makers Face Increased Price Competition and Industry
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Case Analysis The AtekPC Project Management Office Case Overview 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
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My intent for this paper is to outline my plan to develop and implement a corporate Project Management Office (PMO) and Project Portfolio Management (PPM) strategy and capability. My goal in the design of this PMO is to develop a structured avenue in which to manage projects and improve the management of the enterprise through portfolio management thereby linking projects to corporate strategy. I also want it to be more than the mere establishing of an office that creates reports but its vision
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Questions: 1. Identify the key business issues and opportunities for AtekPC that are motivating the PMO Initiative. - PC industry concerns: transitioning from a growth sector to a much more mature one‚ cost pressures‚ consolidation initiatives. - The need to streamline operations‚ identify new products and markets that eventually maintain revenue growth and boost profitability. - Opportunity to develop more efficient supply chains‚ lowering cost of distribution and create better internal organizational
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dealing with such an interdisciplinary venture‚ success can be achieved only through centralized management and careful coordination of all involved projects‚ with a specific focus on communications and risk management. Therefore‚ if enterprise-wide PMO is to thrive in an increasingly complex and competitive IT environment‚ it must develop the skills to efficiently and effectively manage large-scale programs that cross multiple functional‚ organizational boundaries. Whether taking advantage of the
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to the study of PMOs Monique Aubry *‚ Brian Hobbs 1‚ Denis Thuillier Received 3 August 2007; accepted 9 August 2007 2 ` ´ ´ ´ Universite du Quebec a Montreal Business School‚ Department of Management and Technology‚ Montreal (Quebec)‚ Canada‚ H3C 3P8 Abstract This paper aims at providing a grounded theoretical foundation on which to base a better understanding of organisational project management. This paper delivers empirical evidence that project management offices (PMOs) and organisational
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The AtekPC Project Management Office Steven Hartanto Marshall University 1. Ateck’s PMO was created to standardize the management of projects that created as an impact of the changes in environment that comes in many scales. Another purpose of PMO is to improve the planning productivity and Ateck’s initiatives performance. In 2007‚ PMO was built to supporting the office establishment and present the value of the company. PMO also need to found the benefits from the projects which are: cost reduction
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WARREN MCFARLAN MARK KEIL JOHN HUPP The AtekPC Project Management Office A rain had started in the early evening of March 3‚ 2007‚ and the streets of Metropolis were cold and grey where the AtekPC headquarters were located. As John Strider‚ CIO for AtekPC‚ packed up his briefcase at the end of the day‚ his thoughts returned to the new Project Management Office (PMO) that he had approved several months ago. During his tenure of over twenty years at AtekPC‚ Strider had never witnessed the kinds of
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