The AtekPC Project

Management Office
Group 4
Babita Kumari
Jash Shah
Nikita Jain

What is PMO?
Departmental unit within an
organization that focuses on
centralizing and standardizing the
Project Management
Provides the policies, methodologies, templates,
and lessons learned for managing projects within
Supportive the organization
Exercises a low level of control over projects
Provides support and guidance in the organization
on how to manage projects
Controlling Trains others in project management, assists with
project management tools
Has a moderate level of control over projects
Provides project managers for different projects
Responsible for the results of those projects; all
Directive projects, or projects of a certain size, type, or
influence, are managed by this office
Has a high level of control over projects
 The PC industry was experiencing tremendous cost pressure and
was undergoing a period of consolidation

Introduction of PMO in The Organization

(Whether it will solve problem? Or be one of them?)

AtekPC traditionally had an informal approach of Project

Situation at Management

AtekPC Leadership perspective:

i. Cost Reduction ii. Creative, Adaptive, Agile

2 organizational models under consideration: PMO Heavy or

PMO Light

Started with incorporating the PMO within IT department

 Decisions to be made: Strategy for PMO Implementation

Define PMOs purpose and mission

PMO Heavy or PMO Light?
How to overcome cultural resistance with PMO implementation?
Decide limits of PMO
Define road maps and maturity of PMO
Overall How to measure PMO performance?

Decisions Benefit driving recommendation

a. Benefit driving recommendation? Aligning strategic business directions with IT resources (essence of the
B. Biggest Risk? PMO)
PMO structure and process enabler of productivity and contributes to a
more successful outcome with a higher quality result

Biggest Risk
Failing to implement PMO appropriately may lead to unprofitability or
becoming the target of a hostile takeover
 Internal Cultural Climate

Organization unaccustomed to consistent,

disciplined processes and standardization
Current practice was highly attractive: made
things happen quicker, no cost tracks or
performance records kept on projects
Lack of understanding at all levels of the value
Key Factors of formal project management
which influence Decision
External Competitive Climate

PC industry changing at an accelerating pace

and will continue to change
Competition: Asian PC makers
Larger player acquire small players in order to
achieve greater scale
 Where the PMO reports

Currently reports to Steinberg as Director of

Applications Development
If it reports to lower level executives, it will
not be that impactful
Should report to Strategic Planning Office
Key Factors
which influence Decision
Buy-in from functional areas

Currently limited buy-in for PMO

Functional areas view it as bureaucratic, or as
having the potential of being bureaucratic
Need to work with senior executives
 Implement PMO strategy in a balanced way and adjust pace of
implementation as more buy-in is achieved

Set mission of PMO as To realize benefits in projects through

improvements in performance, efficiency, resource utilization by
adopting consistent practices

Transition from PMO Light to PMO Heavy gradually in a period of 3

years striving for better acceptance from stakeholders
Recommendations Conduct continuous meetings with functional executives (& other
stakeholders) to emphasize importance of PMO and remove mental
blocks

Currently PMO is limited to IT projects expand scope to enterprise

level PMO in 2-3 years

Use effective metrics (budget/time performance, resource utilization,

etc.) to measure performance of PMO instead of just using subjective
opinions and anecdotal data