how to do with ateck managment

1. The main challenges and obstacles in implementing a PMO at AtekPC would be that
formal documentation and plans for PMO don't exist. There is a shortage of PMO
expert resources and therefore leading AtekPC to a problem statement of selecting
between PMO-Heavy model and PMO-light model.
Situation Assessment
In mature organizations, the PMO is the focal point for improvement and
enhancement in project management through the implementation of the enterprise-
oriented functions. Enterprise-oriented functions are intended to strengthen the
overall capability of the organization for long-range benefits. The enterprise
functions provide the long-term stability and backbone for the project management
success. 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 decision criteria would be based on cost reduction and to get better on projects
which would mean getting more creative, adaptive, and agile in launching new
product.
Evaluation of Alternatives
A PMO that is based throughout an organization in comparison to a PMO based in
one department is more likely to get the support from the senior executives. Project
management should not be a departmental strategy; it should rather be an
organizational strategy. The PMO must exist within Information Technology
organization and provide project support for all Enterprise IT projects and its clients
across the company.
The specific duties of a PMO are typically divided into two categories: project-
focused and enterprise-oriented. Project focused responsibilities such as consulting,
mentoring, and training were services that enabled the success of individual
projects. 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 documents. The Enterprise PMO will oversee the
management of all strategically aligned projects.
For PMO heavy model :
Characteristics :
·
Organization will have full staff of project managers who have an implicit
responsibility for managing all IT projects.
·
Hire project management experts, either from internal or external sources, and use
these resources to manage projects under the direction of the PMO.

2. ·
In extreme case for PMO-heavy model, none of the project would operate outside
the management and direct control of the PMO.
Limitation:
·
There aren’t enough people to move fast. Company wants to move fast to be
competitive however there is resistance among employees due to the culture and
governance issues.
For PMO light model:
Characteristics:
·
There is minimum number of staff who are experts in working through internal
project managers to perform the responsibilities of the PMO.
·
This model focuses on the development of skills of internal project managers who
were not formally connected with the PMO.
·
In the extreme scenario for PMO-light, all projects operate outside of the PMO
under existing organizational controls, and the ownership of projects resided within
the functional area and IT group charged with execution of the project.
Limitations:
·
No one in the management wants to move to PMO as people in the department
and functions challenge the values of PMO. This depends on the culture of the
organizations.
·
The delays from the light approach might compromise the ability to provide PMO
services and to demonstrate its worth to the functional areas of the business. It gets
hard to acquire resources and to find funding for PMO resources.
·
The functional areas don’t literally understand what the PMO is & perceive it as a
sort of a road block and an obstacle to progress.
·
The fact that it creates a choice for the management whether to add projects under
PMO or elsewhere. If they add all of them in PMO, it create a situation of being too
aggressive which in turn may violate the culture so much that you cause a big red
flag.
·
Having the business resources available is already becoming a problem for AtekPC.
With a PMO-light they are lined up better with the business side in terms of the
number of resources, and it’s a better balance.
Recommendation
PMO-heavy seems to be the best model for AtekPC, but the management should
recognize that they would not be able to gain acceptance immediately from this
approach. The demand for resources waould be more throughout AtekPC, and the
PMO would need to prove itself in order to earn the resources they wanted.

3. Therefore there is a need to build support for the PMO-heavy model through project
successes. As the PMO gains acceptance, AtekPC can implement a PMO-heavy
approach, furnishing project managers to the various groups.
Purpose and mission of a PMO:
The objective of implementing PMO is to deliver successful IT projects, build project
management maturity at the organizational level, keep management and project
audiences informed, and serve as the organization’s authority on IT project
management practices:
The specific duties of a PMO are typically divided into two categories: project-
focused and enterprise-oriented. Project focused responsibilities such as consulting,
mentoring, and training are services that enable the success of individual projects.
On the other hand, enterprise responsibilities address services that might improve
all projects such as portfolio management, PM standards, methods, and tools, and
project performance archives. 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.
Structural and governance mechanisms critical for effective PMO implementation:
In the current governance, there seemto be no roadmaps or timelines for
maturation of the PMO, people do not know who PMO would be accountable to,
and there would be weak support from the senior executives. There would also be
resistance among employees. Keeping in mind it is not possible to measure the
performance of PMO and proving its value was by having one which seems to be the
only way that will work for AtekPC.
How much PM is enough PM? How much PMO support is enough PMO support?
If the PMO is to be successful, there are several key issues that must be assumed.
The success of projects, in general, all rely on the factors being implemented; i.e. the
integration of client, implementer, and software vendor goals and plans, constant
management of the project’s scope, and finally a method for gaining visibility into
project health at all levels throughout the life of the project. When PM is applied
skillfully, in an appropriate way, it generally improves the probability of project
success and pays for itself.
Other considerations to keep in mind for the PMO at AtekPC are the cost and budget
function which requires an allocation method for funding. However the long term
benefits of implementing the PMO should be factored in to estimate the future value
added to the organization.