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