Project Management Office Essay

1768 Words Sep 30th, 2012 8 Pages
The case

Project Context: AtekPC founded in 1984, has grown to become a mid-sized U.S PC maker, with 2100 employees, $1.9m revenues in 2006. With the transition of PC industry from a growth market to that of a maturing market, AtekPC was experiencing tremendous cost pressure and changing management urgency. In order to positioning the organization for the future, John Strider, CIO for AtekPC, had strong convictions that the PMO-light model1was the way to go. PMO issues involved at AtekPC included defining the PMO's purpose, mission, structure and governance. The most challenging was how to successfully implement it in what appeared to be a resistant culture. John Strider believed that PMO had to become a part of AtekPC culture.
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At AtekPC, there was not a clear charter; and top-down support was OK. However, bottoms up buy-in needed to go baby steps. Executing Monitoring
Closing

DICE N/A
Maturity of PM Practices Assess current status, compare it against best practise by using Cobit capability maturity model evaluates the maturity of PM practice levels. DICE Score4 = D+ (2*1) +(2*C1)+ C2 +E
=2 +2*3+2*3+4+ 3
=21
Score over 17, it means that implementing a PMO was extremely risky at AtekPC. Monitoring Controlling DICE N/A

1 A Guide to the Project Management Body of Knowledge - PMBOK Guide – Fourth Edition 2008 PMI, 14 Campus Blvd., Newtown Square, PA1907-3299USA, pp. 11 (adapted)
2 Ibid

1Paul. Astiz, IT Project Management Office Presentation
2 Harold L. Sirkin, Perry Keenan and Alan Jackson- The Hard Side of Change Management . Harvard Business Review. HBR-ORG. October 2005 pp8
3 Ibid
4 Harold L. Sirkin, Perry Keenan and Alan Jackson- The Hard Side of Change Management . Harvard Business Review. HBR-ORG. October 2005 pp8.

Change Management at AtekPC
Kotter’s Model1 will be used to understand the stages of change management that AtekPC experienced.

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