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Atek Pc Pmo

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An Analysis of AtekPC
Howard Kleinberg, Mark Grover As we walk through our analysis of this case, please keep the following questions in mind: 1. What mistakes did AtekPC make in implementing its PMO? 2. What should AtekPC have done to successfully implement its PMO?

Industry Background
Proliferation of mobile phones, PDAs and web-based applications slowed PC popularity. Industry was undergoing a wave of Director Application Development consolidation as cost control and scale Richard Steinberg became more important.

Chief Information Officer John Strider

Director Technology & Operations

Company Background
Established in 1984, 210 full-time employees, 200 part-time employees. 2006 sales = $1.9 Billion. Dealing with an industry moving from Growth stage to Maturing stage. Strategic Planning Office established to propose business changes. SPO initiated PMO effort, focused on IT projects, with plans to become Enterprise PMO.

Sales Systems Manager

Lead Analyst Linda Starr

Manufacturing Systems Manager Steven Gardner

Lead Analyst

Financial Systems Manager

Lead Analyst

Workgroup Communications Manager Adv. Systems Replacement Project Manager Director Project Mgmt. Support Larry Field

Lead Analyst

Lead Analyst

IT at AtekPC
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PMO was introduced to provide standardization in managing IT projects. Project Manager Pre-PMO (2007) IT projects are managed by development staff (Lead Analysts). Used informal approach to projects = rapid response to user requests. Struggled with changing industry that required larger, more complex projects involving multiple functional areas, which was overtaxing current management methods.

PMO Director Mark Nelson

Project Manager

PMO Mission
Formal documentation and plans for PMO did not exist. The purpose was to have consistent project practices. Responsibilities limited to IT projects. Two

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Atek Pmo

...more efficient use of project resources by using a “shared service” and improve corporate capability to launch products. ------------------------------------------------- Challenges in implementing a PMO * Formalization of PMO faces the issue of change implementation, which might disrupt already existing informal practices within the organization. * Finding executives with domain expertise and project management skills. * Obtaining complete and sustained top-management support for authority. * Managing a diverse range of related and unrelated projects to achieve the maximum organizational value within resource and funding constraints. * Deliver immediate improvements in project performance and justify the cost * Lack of standardized reports and reporting frameworks for all projects. * Manage the conflicts between new business critical initiatives and operations with incremental changes in the existing system. * Handle conflicts between line managers and project managers. * Evangelize the idea of PMO to induce it in company’s organization. * Assigning metrics to ensure the PMO functions and roles will meet the business goals of your organization ------------------------------------------------- Essentials for successful PMO implementation: * Understanding the risks, challenges  & work processes unique to the industry * Project portfolio...

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