Organizational controls, and the ownership of projects resided within the functional area and IT group charged with execution of the project. In the extreme version of PMO-light, all projects operated outside of the PMO under existing This model focused on the development of the skills of internal project managers who were not formally connected with the PMOĮxtreme no project would operate outside the management and direct control of the PMO. Minimal staff of experts who worked through internal project managers to perform the responsibilities of the PMOĪcquisition of project management experts, either from internal or external sources, and used these resources to manage projects under the direction of the PMO. Models and Characteristicsįull staff of project managers who assumed responsibility for the management of all IT projects. Explain the limitations of each of these models. ĭescribe the primary issues faced by AteKPC management under the two organizational models that were under consideration for the PMO. The Enterprise PMO will oversee the management of all strategically aligned projects. After all, project management should not be a departmental strategy it should be an organizational strategy. Ī PMO that is organizationally based versus departmentally based is more likely to get executive support. This is because many project management offices started off from a grass roots approach. Departmentally based Project Management offices are successful in their own silos but not accepted outside their span of influence, and therefore, are unable to influence the organization as a whole. PMO’s are more effective and can better impact the bottom line, when they are operating at the corporate enterprise-wide strategic level, rather than at the departmental level.
On the other hand, enterprise responsibilities addressed services that might improve all projects such as portfolio management, PM standards, methods, and tools, and project performance archives. Project focused responsibilities such as consulting, mentoring, and training were services that enabled the success of individual projects. The specific duties of a PMO were typically divided into two categories: project-focused and enterprise-oriented. ĭistinguish between project-focused and enterprise-oriented duties of a PMO? This mission is met by establishing, and maintaining, a project historical database, by developing and disseminating project management best practices, by providing training in all project management knowledge areas, and by providing visibility for the value of project management to the organization. The enterprise functions will provide the long-term stability and backbone for the project management success. Enterprise-oriented functions are intended to bolster the overall capability of the organization for long-range benefits. In mature organizations, the PMO is the focal point for improvement and enhancement in project management through the implementation of the enterprise-oriented functions. (of course it cannot represent everything)
Here are some other reasons of why we should have PMO.
Role that IT would likely play in enabling AtekPC to respond to the industry pressures, the senior vice-president had supported the creation of a PMO within IT. To compete in a changing industry in which consolidation was occurring, AtekPC had implemented a corporate Planning Office.
#ATEKPC PROJECT MANAGEMENT OFFICE CASE STUDY FREE PC#
“The PC industry was changing, and AtekPC was engaged in dealing with dramatic pressure from larger competitors such as HP, Dell, and Lenovo. Another motivation to get better on projects would be that we have to get more creative, adaptive, and agile in launching new products. What were the changes in AtekPC’s business environment that caused the company to introduce a PMO? Based on your assigned readings and research, do these appear to be appropriate reasons for developing a PMO? Why or why not? Be sure to cite the authority for any research included in your response. Based on the case study respond to the questions below incorporating not only the course reading materials, but any outside research that may be relevant. The AtekPC Project Management Office Case Study was assigned for this class to provide an overview of the challenges faced by management in the development and deployment of a PMO in an existing company.
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