Atek PC
Atek PC
Atek PC
Industry – Transition from growth to Mature Phase. Severe cost pressure since several consolidations took
place to exploit cost synergies.
IT organization would be involved in critical projects going forward.
PMO has to become part of ATEKPC culture and that has to happen slowly. If PMO fights against the culture
it will fail definitely.
However, PMO resources were new to AtekPC and did not have enough exposure to the strong culture. They
were frustrated that the PMO did not receive enough resources.
The initial PMO for IT projects would one day become enterprise PMO.
Existing Project Management:
o Small to Medium Size Projects | Little Cross-Function Integration | Smaller Duration
o Informally managed
o Functional Organizational Structure | Single Functional Task Force | Functional leads responsible for
projects.
o Benefits: Deep Knowledge of Functional Teams | Long Tenures |Trust based relationship with Client | Highly
Flexible and Responsive structure
Future Projects: Large & Complex | Multi-Functional | Longer Duration | Frequent in Nature
PMO introduced to standardize processes, improvements in planning and performing initiatives.
PMO Mission:
o Cost Reduction - Realize Benefits from consistent Project Practices (Resource Utilization, Efficiency and
Performance)
o Flexible – Creative, Adaptive and Agile in launching new products.
PMO Duties
o Project Focused: Consulting, Mentoring, and Training | Individual Project Level | Primary way to get buy-in
from functional teams.
o Enterprise Oriented: PM Standards, Portfolio Management, Methods & Tools | Enterprise Level
Organizational Model
o PMO Heavy – Pure Project Organization – Responsibility and Management of all Projects
o PMO Light – Permanent Matrix – Minimal Staff work with internal project managers to perform
responsibilities of PMO.
Currently the PMO working with one department at a time to get their buy-in. -A bottom up approach though
the initial approval came from the top to form a PMO.
Difficult challenge to implement standard methods in an organization that was unaccustomed to consistent,
disciplined process and standardization.
Sources of Resistance
o Many staff had no PM experience, informality of current practices seen very attractive – No cost tracking,
performance tracking.
o Lack of understanding at all levels of the value of formal PM.
Some PMO managers recognized need for larger staff of experts to develop standards and methods quickly and
force change with top-down mandates and a resource-intensive implementation strategy.
No roadmaps, timelines for maturation of PMO. PMO performance to be measured using subjective consensus
and anecdotal data
If PMO proved successful within IT, then it will be expanded throughout the organization. However,
implementing such a measured and disciplined approach to projects in an environment where it is viewed as foreign
to culture might be challenging.