AtekPC needs to choose between a PMO-Heavy and PMO-Light approach, and find a strategy to successfully implement PMO within the organization
Key Problems
Timeline
The authority and responsibilities of the PMO have not been clearly defined
How did it happen?
What is the consequence?
What is the cause?
How did it impact the IT group?
Why does the problem exist?
Who is responsible?
How did it impact the organization?
The IT department is resistant to the idea of PMO
How did it happen?
What is the consequence?
What is the cause?
How did it impact the IT group?
Why does the problem exist?
Who is responsible?
How did it impact the organization?
Lack of Resources and Knowledge in the PMO
How did it happen?
What is the consequence?
What is the cause?
How did it impact the IT group?
Why does the problem exist?
Who is responsible?
How did it impact the organization?
Relevant Facts
Possible Solutions
Implement PMO-Heavy Approach
Pros
Cons
The company cannot afford to hire on more resources for the PMO
Implement PMO light approach
Cons
Pros
Requires more project managers and analysts
Increased need for business resources
The PMO office will need to be able to prove themselves to IT to be able to proceed
AtekPC was not organized with PMO in mind, and built a culture with an informal approach to PM
No one of higher authority agreed on the idea
The culture of AtekPC has not traditionally been PM oriented
No updated PMO, affects the company
They were not able to go through with their ideas
The IT department, and the cultivators of AtekPC's culture
The Enterprise focused solutions from the PMO team are well received
There is not a unanimous decision on how much authority the PMO has
PMO Office is new to the PC Business and AtekPC
Progress in enterprise-oriented processes is being delayed
Not up to date on the resources and technology
Some senior executives are not on board with the PMO, limiting the potential to obtain more resources and authority
Do not have the right resources and having a lot of new employees does not help with that issue
Time delay for PMO
The PMO team is not as familiar with the PC industry, and the company does not have the resources needed to hire on more PMO staff
Fewer time and money constraints
Knowledge and resources are still needed
AtekPC is founded
PC industry begins to change: profit
margins falling and PC makers launching
cost reduction strategies
In an effort to stay in the game,
AtekPC launces several initiatives,
including a Strategic Planning Office
AtekPC PMO is approved
PMO begins to use enterprise-oriented
services, which are well recieved
PMO requires more resources
for PMO-heavy approach
IT department is resistant to PMO
Current approach is to
work within the AtekPC culture
and overcome the resistance
The PMO-Light Approach is favored by the IT Department
The AtekPC Culture has not typically focused on formal project managment
More consistent with AtekPC culture
May negatively affect the PMO's ability to provide services and demonstrate worth
Faster development of enterprise-oriented processes
Faster Project times
Potential to clash with the culture of AtekPC
History of having only done operational maintenance
Mission of the PMO has been gradually evolving since its inception
IT department wanted a method to better manage conflicts between business critical initiatives and processes by having incremental changes
PMO limited to IT projects
Shortage of PMO expert resources
Portfolio management and archiving responsibilities are not being addressed
Senior Executives
Compromise of the ability to maintain operational effectiveness
Additional resources could only come from taking them from other critical responsibilities
Authority is developed bottom-up through the value of the PMO services
Senior executives are not on board with PMO concept
No current plan to enforce usage at the enterprise level