Atek Case Study
Possible Solutions
Stakeholders
Key Problems
Relevant Facts
Create set teams
Promote from within (ie merging leads into the PMO specifically departments that understand the benefit of the PMO)
No consistency between IT groups
Business Resources Available
No Availability
Line Managers can't take on anymore work
Small groups working on big projects
Having to pull people from other groups to work on different projects
Need more people to have consistent groups working on projects
Mix of skills to solve complex problems
Work together efficiently
Each Team is assigned a project
TIMELINE
Pmo light would require a minimal staff of experts who know what their doing
pmo heavy would directly control and look over every project
employee are used to proper project management
i feel like the sales and people who are making needs to be on board with the Pmo so everything goes smoothly
they believe the Pmo is to resource heavy
Management is concerned about how the PMO will be perceived
Analysts
Programmers
CIO
PMO
Contract Employees
Changing the culture
The IT department enjoyed working
under the informal standards
They thought this because they didn't have to worry about cost tracking
The functional areas liked the informal standards
A lot of people across departments liked working with the IT department directly, as they were given top priority
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
Head of application development
Functional Areas(Customers of IT)
Atek recognized rapid growth in market will cause shift in business practices
Applications created never full implemented, or cross functional
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.
Lack of timeline/steps for PMO implementation caused internal confusion
Pros
Cons
Implementation of corporate planning office
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 put strain on the departments that lose team members
Would involve extra coaching and evaluating the prospects for promotions
Manufacturing Systems manager
Could alienate the departments who don't have individuals promoted
Could allow projects getting completed faster since they have the insight of working in that department
Create agile teams in the IT department, to allow projects get completed in a quicker pace and come up with unique solutions
Pros
Cons
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
Pretty even split between people who like the idea of the PMO and people who dislike the change
Slow growth with current PM implementation
Set a control test within organization that can be used to see the benefit of PMO & CPO
Pros
Cons
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