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Atek Case Study - Coggle Diagram

- - - - Helps foster the connection between the departments and the PMO
      - Allows the PMO team to be able to manage the progress of issues in specific departments
      - The team can accurately rate the importance of requests
      - Gives different mindsets to the departments
      - This would still allow the slow approach,
      - Could allow projects getting completed faster since they have the insight of working in that department
    - - Could put strain on the departments that lose team members
      - Would involve extra coaching and evaluating the prospects for promotions
      - Could alienate the departments who don't have individuals promoted
  - - - Allow the team to create unique, innovative ways to complete projects
      - Once good teams are established, the PMO could direct the leaders to certain teams focusing in individual departments
      - The teams would still have some of those informal standards they enjoy
      - One example would be, teams focusing on sales, accounting, and new projects
    - - Would require training of the teams
      - Would need to either train or hire new people from outside the company with agile experiences to help spread the agile culture
      - Involves another culture change
  - - - Slowly integrate methodologies into current practices
      - Create employee confidence
      - Gives a real time comparison of what parts or implementation work and don't work
      - Eliminates use of light-pmo and heavy-pmo
      - Frees up otherwise valuable resources
      - Help build more personal relationships between stakeholders
      - Can allow for enterprise implementation of PMO methodologies
    - - TIme consuming
      - No guarantee that every stakeholder will be on board
      - Long-term growth focused.
      - Who will run these test? external vendor? chief executive?
      - Delay in results
- - - - They thought this because they didn't have to worry about cost tracking
      - Also, there was no performance records kept for projects
    - - This was because they were not accountable for measuring the benefits resulting from their projects
      - Also, the IT department was not working with their project budget
- - - - Workload put on system analyst
        
        PMO initial efforts started
        
        Adds PMO manager to mentor & support IT Executives
        
        Project charter implemented(limits projects of focus)
        
        CMO-light & CMO-heavy implemented
        
        Cultural barriers between PMO implemented process, and current practices.
        
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