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AtekPC Project Management Office - Coggle Diagram
AtekPC Project Management Office
Timeline
AtekPC recognize rapid growth in the market will cause a shift in business practices
Applications created never fully 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)
PMO-light & PMO-heavy implemented
Cultural barriers between PMO implemented process, and current practices
1 more item...
Relevant Facts
PMO-Light would require a minimal staff of experts who know what they’re doing
PMO-Heavy would directly control and look over every project
Employees are used to informal project management
Sales and manufacturing onboard with PMO so everything goes smoothly
AtekPC is concerned about how PMO will be perceived
PMO need to show value each time they make a change
In favor of PMO-Light: Strider, Field
In favor of PMO-heavy: Nelson, Gardne
Neutral: Linda Star
Field believes PMO-Heavy will be too resource-intensive
Possible Solutions
solution between PMO-Light and PMO-Heavy
The PMO needs an Agile PM to provide Knowledge and tools to make the transition easier by starting with the IT section with processes to proper documentation and proper strategies to place the right people to the proper project While implementing Agile practices. With cross-training to personnel that is involved with Project management present and past projects. Once the transition is complete in IT focus on the other elements of the company that can be implemented into the process.
What needs to change? The processes? The people? The technology?
The authority to manage needs to be given to the PMO with the support of all senior management. The hiring of an Agile PM allows the process to begin. Allowing hiring of needed IT experts to handle projects payload. Within the report, the company has shown some Agile processes already being used through the Senior Analyst which could help with this solution.
Pros
An agile PM could help organize, and begin the PMO process.
Help bring Agile mindset into the company
Cons
Hiring costs of new employees
Time required to set up and train new employees
Conclusion
This solution is a very hands-on and effective approach. It might cost the company some resources but it will certainly be one of the most effective.
Key Problems
Limited PMO resources
additional resources could only come from taking them from other critical responsibilities and this might compromise the ability to maintain operational effectiveness. It would mean reducing someone else’s work to advance the PMO’s
AtekPC cannot afford to waste resources
A decrease in revenue and profit
A decrease in popularity of the PC upon introduction of mobile phones and PDAs
Resources need to be monitored wisely and to create some for the PMO would mean to take some from other areas
The organization is having trouble deciding how to properly assign resources
The worldwide threats of the growing popularity of mobile phones, PDAs, and web-based applications
Issue of authority
Strider recognized that enforcement of the new project practices required formal authority, but he was only willing to provide that authority when the PMO had proven itself to the business and IT. Because not all senior executives were enthused about the PMO concept, authority was being developed from the bottom-up through the value of PMO services and this was limited to the functional areas and IT areas actively engaging the PMO; there was no current plan to enforce usage at the enterprise level
Not all senior executives were enthused about the PMO concept
Strider does not want to give formal authority until he sees proof of the PMO’s value
Most likely from past experience where formal authority was given without proof of value and it caused problems
Formal authority can’t be obtained without PMO proving its value, but PMO cannot prove its full value without formal authority
Authority was being developed from the bottom-up through the value of PMO services and this was limited to the functional areas and IT areas actively engaging the PMO
The senior executives not on board/Strider are responsible
Concern about how people might view the PMO
“how do you get to where you need to go, but not violate the culture so much that you cause a big red flag?” Some functional areas (sales, manufacturing) are on board, while others are not yet
There are mixed opinions in the organization about the PMO
Individuals viewing the PMO in different lights
Some functional areas are on board while others are not
There is a divide in opinion
Finding the right place for the PMO
heavy or light organizational model?
It is not known which organizational model would work the best for the company
The company has not had anything like this before, so they do not know how to decide
There is a divide in opinion
As of now the organization does not know which model to go with, causing delay
Stakeholders
AtekPC
John Strider (CIO)
Richard Steinberg (Director of App Development)
Linda Star (Lead Analyst)
Mark Nelson (PMO Manager)