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Atek Case Study - Coggle Diagram

- - - - Lack of informal culture
      - Lack of experience in formal project management practices among IT staff
    - - Lack of Knowledge of the benefits of formal project management
      - No cost tracking or performance records for the projects
      - Informality of the current practices is seen as appealing to functional areas and IT staff
    - - The culture of the organization is informal
      - Lack of experience in formal project practices led to the issue
    - - Projects are not being prioritzed
      - Resources are allocated without a clear understanding of their relative importance
      - The problem can result to rework, missed deadlines and impact the organizations overall performance
    - - Lack of project prioritization making it difficult to complete projects on time and within budget.
      - The IT staff may be seen as unsuitable for large projects based on their past work experience.
    - - The impact is felt by the entire organization as a result of the IT group's inability to complete projects on time and within budget due
      - Lack of project prioritization in the organization will lead to missed business opportunities, delays and lost income.
    - - The IT department
      - Functional groups uncharge of assigning project priorities
    - - The organization could have offered more project management trainings
      - Increase the functional areas interest in the importance of formal project management
    - - Implement a formal project prioritization procedure that involves both the IT department and functional areas.
      - Provide training and explanations to employees to help them understand the benefits of project prioritization and formal project management procedures.
    - - Pro: A formal project prioritization process ensures that resources are allocated to the most critical projects, increasing project success chances.
      - Con: The implementation of a formal process may necessitate significant cultural change and may encounter disapproval.
    - - A formal project prioritization process is a popular solution to the problem of project prioritization.
    - - The solution is feasible, but it requires a significant cultural shift toward formal project management practices, which can be difficult to achieve.
- - - - The company's CEO, John Strider, realizes that AtekPC needs to improve its project management practices to compete effectively in the market.
        
        John Strider created the PMO department without any formal paperwork in order to improve efficiency and communication in the company.
        
        Strider recognized that the PMO team needed some authority in the organization other than the default “change of management”.
        
        Both PMO heavy and PMO light were considered
        
        Strider saw that many people would see the PMO team as a roadblock to getting work done.
        
        Sales and manufacturing jumped on board with the new PMO department. Other departments had much more friction.
- - - - Education about the PMO is low.
      - There is not a consensus as to how it will be implemented or a clear plan to do so.
      - PMO implementation is slow.
    - - There is no way to measure PMO performance (other than opinions from people involved with the process)
      - It appears that nobody in the organization is aware of the degree to which PMO will be a heavy style or a light style.
      - There are no roadmaps or timelines for PMO’s implementation.
      - The governance of the PMO is not widely discussed.
    - - Many people in the organization are uneducated about the PMO process and don’t understand its purpose.
      - Some people in management are unaware if the PMO style at AtekPC will be a “heavy” or “light.”
      - Many people’s understanding of the organization’s implementation of PMO comes from rumors.
    - - The entire PMO implementation process at AtekPC is unorganized. Many people in the company are uneducated about PMO’s role, what style the organization will use, and how it will be implemented.
    - - The IT group is slow to adopt PMO and often does not work with the PMO team to develop best practices and better organize its projects.
    - - The organization is largely working the same as it was before the beginning of the implementation of PMO, thus key problems 1 and 2 are unable to be addressed as effectively.
    - - Senior management, those in control of PMO’s implementation
    - - PMO could have a clear plan for implementation, and managers within the organization who would have to interact with the PMO should be able to provide input, be educated, and be part of the implementation process of the PMO.
    - - PMO managers need to develop a clear plan with a roadmap and timeline regarding the implementation of the PMO, and anyone who may be affected by it should both be educated on it and have an input on its implementation.
    - - The ultimate result would work best for all people in the organization with their input.
      - People would be more willing to accept the PMO if they better understood its purpose and its benefits.
      - PMO will have a faster and more efficient implementation process.
    - - Creating a clear timeline and roadmap would require several AtekPC higher-ups to agree to the same solution and implementation process.
      - It may temporarily divert resources from other aspects of the organization while the timeline and plan is being developed
    - - The solution should be feasible, but it would require effort and debate among many people within AtekPC. I think a specific set of people would have to be put in charge of the process that has final word after reviewing everyone’s opinions and thoughts to ensure that the plan goes through.
- - - - Why does the problem exist?
        
        It seems that the PC market and the shift in the industry is changing from the rapid pace of earlier years has dampened to what is now a slower growth. This change now came with new problems because of the shift from doing business a certain way for so long that strategies are needed to combat the new period of practices. It almost seems to me that improvements were not made in time and Atek has fallen behind in the planning and improvement.
      - What needs to change? The processes? The people? The technology?
        
        I think there needs to be a clear plan on implementing a PMO for the present and future. Upper management needs to also have a more hands on approach to what the future looks like or signs. This could have been maybe not avoidable but the problems could have been lessened.
      - Work Cited
        
        Best Practices--the Nine Elements to Success - Project Management Institute. https://www.pmi.org/learning/library/best-practices-effective-project-management-8922
    - - The cause would have to be how management handled seeing the structure of future business. This would be management's job to foresee what future markets would turn into. This could also be summed up to how the market growth happened through time , people held onto their PC’s longer and longer which caused the slowing how business was done.
    - - AtekPC has been gradually evolving since inception in late 2006. But there wasn't a clear consensus about its purpose and responsibilities , a PMO did not exist. So with a business being made and starting up and didnt have all the necessary resources in place to launch products.
    - - The consequence is now trying to catch up to the competition and those around you. Since you are trying to rush to get a PMO out , they have 4 full time people working on this but it was suggested it was too small. Also the consequences are finding people with varying degrees of experience with working on this resource.
    - - The informal approach to project methods led to an inconsistency across the IT groups and business areas. There were some benefits that helped with user responses and being able to balance critical needs with highly personable relationships.
    - - A formal approach is probably a better solution but the other tools for a management system could be costly or have unwanted problems.
    - - Upper management, They should be the ones who control the direction of the organization
    - - The informal approach to the organization level leads to an override in effort to business functions. The business would have to focus on single projects and resource consolidation.
    - - Yes, I think it's possible because you have to be able to adapt and change with business and where it's going into the world. If you don't adapt and change then you’ll be left behind. The only thing they need to do is slowly change and a too dramatic change could be too much pressure at once.
    - - The pros to having a better project management process is your company from top to bottom starts running more efficiently.
      - With a more formal plan in place you can see what there is a point in your company which is lacking and could be improved.
      - You are up to date with other companies that have a similar approach to projects like HP, Dell and Lenovo.
      - The cons to this would be since you are drastically changing the environment this is going to cause a lot of stress upon everyone.
      - Another con would be since you are changing everything , you have to face the challenge of how you do projects and must adapt to the new process.