Please enable JavaScript.

Coggle requires JavaScript to display documents.

AtekPC needs to choose between a PMO-Heavy and PMO-Light approach, and…

- - - - IT department wanted a method to better manage conflicts between business critical initiatives and processes by having incremental changes
      - Additional resources could only come from taking them from other critical responsibilities
    - - Shortage of PMO expert resources
      - Compromise of the ability to maintain operational effectiveness
    - - Mission of the PMO has been gradually evolving since its inception
      - Authority is developed bottom-up through the value of the PMO services
    - - PMO limited to IT projects
      - No current plan to enforce usage at the enterprise level
    - - History of having only done operational maintenance
      - Senior executives are not on board with PMO concept
    - - Senior Executives
    - - Portfolio management and archiving responsibilities are not being addressed
  - - - No one of higher authority agreed on the idea
    - - No updated PMO, affects the company
    - - The culture of AtekPC has not traditionally been PM oriented
    - - They were not able to go through with their ideas
    - - AtekPC was not organized with PMO in mind, and built a culture with an informal approach to PM
    - - The IT department, and the cultivators of AtekPC's culture
    - - The PMO office will need to be able to prove themselves to IT to be able to proceed
  - - - 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
    - - Time delay for PMO
    - - Not up to date on the resources and technology
    - - Do not have the right resources and having a lot of new employees does not help with that issue
    - - The company cannot afford to hire on more resources for the PMO
    - - Some senior executives are not on board with the PMO, limiting the potential to obtain more resources and authority
    - - Progress in enterprise-oriented processes is being delayed
- - - - 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
- - - - Faster development of enterprise-oriented processes
      - Faster Project times
    - - Requires more project managers and analysts
      - Increased need for business resources
      - Potential to clash with the culture of AtekPC
  - - - Knowledge and resources are still needed
      - May negatively affect the PMO's ability to provide services and demonstrate worth
    - - Fewer time and money constraints
      - More consistent with AtekPC culture