Please enable JavaScript.
Coggle requires JavaScript to display documents.
PMO Implementation at AtekPC - Coggle Diagram
PMO Implementation at AtekPC
Background and Initial Implementation
current practices
informal project management
no formal tracking or cost measurement
Lack of clear structure/ownership in projects
(various stakeholders leading projects instead of
select leaders in the company)
need for change
industry pressures
competitiveness
implementation strategy
pmo-light model
focuses on mentoring and training
incremental change
Raising up leaders within departments
in lieu of centralizing PM function
Minimal control
Flexible processes
Lower cost
challenges
cultural resistance
limited resources
Limited Staffing for the PMO
Limited budget for the PMO
Time
pmo-heavy model
Direct involvement
immediate and abrupt change
Centralizing PM function of many or all depts.
control of resource allocation and management
High Control
Standardize processes
Higher cost
cultural resistance
resistance factors
preference for informalitly
lack of experience
no accountabilitly
Lack of documentation
or defined process management
strategies
impact
risk of PMO failure
Either due to company mutiny against new authority/governance
mechanisms in place
or
some level of acceptance by company culture and they become
overwhelmed due to lack of focus and organization on delegated
responsibility
difficultly in changing
Breaking habits of longtime employees
Convincing the company of the value of doing things differently
Convincing all business units to adopt and embrace new PM framework
Likely going to be harder if PMO errs on the 'heavy' side instead of the 'lighter' side
"But this is how we've always done it". Complacency without
realizing the impact that has on the overall business
Culture shock of possibly changing workflow too
much too fast.