A Project Management Office or PMO is a specific department within an organization that is responsible for maintaining the standards of project management within that organization. The role of project management office (PMO) in organizations vary based on the type of organization and projects that needs to be implemented or delivered.
Where a company’s efforts to a project management organization, or PMO, and the challenges they faced to implement it. Issues brought into the case, the definition of the PMO purpose and mission, the structure and management of the PMO, and how to successfully implement in what appears to be a robust culture. John Strider, AtekPC Chief Information Officer (CIO), had strong beliefs that the PMO-light model was the way to go. He had held back on hiring employees filling … Read more »
Where a company’s efforts to a project management organization, or PMO, and the challenges they faced to implement it. Issues brought into the case, the definition of the PMO purpose and mission, the structure and management of the PMO, and how to successfully implement in what appears to be a robust culture. John Strider, AtekPC Chief Information Officer (CIO), had strong beliefs that the PMO-light model was the way to go. He had held back on hiring employees for filling the PMO and was moving very slowly and carefully, so as not to offend AtekPC culture. He was also concerned about the many problems that had already raised the PMO implementation. Were small steps, building on small successes go to get the job done fast enough? With the ever increasing challenge of successfully managing information technology (IT) organizations are recognizing the need for more discipline in the management of IT projects. For many companies, this has meant ratcheting project management, processes and governance structures within the organization through the implementation of a Project Management Office (PMO). Unfortunately, there is little common understanding of the challenges of implementing a PMO. Therefore, key executives and their organizations need to help poor leadership to identify and overcome the obstacles they are likely to encounter.
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F. Warren McFarlan,
John Hupp
Mark Kell
Source: HBS Premier Case Collection
15 pages.
Publication Date: Oct 11, 2007. Prod #: 308049-PDF-ENG
AtekPC Project Management Office HBR case solution
F. Warren McFarlan,
John Hupp
Mark Kell
Source: HBS Premier Case Collection
15 pages.
Publication Date: Oct 11, 2007. Prod #: 308049-PDF-ENG
AtekPC Project Management Office HBR case solution
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Presents one company's efforts to apply a project management software organization, or PMO, and also the challenges they faced by doing this. Issues presented within the situation include determining the PMO's purpose and mission, the dwelling and governance from the PMO, and just how to effectively carry it out with what seems to become a resistant culture. John Strider, AtekPC's chief information officer (CIO), had strong convictions the PMO-light model was what you want. He'd held back on employing fill time employees for that PMO and it was moving very gradually and very carefully so they won't violate AtekPC's culture. He seemed to be worried about the numerous problems that the PMO implementation had already elevated. Were small steps building on small achievements likely to complete the job quick enough? Using the ever growing challenge of effectively controlling it (IT), organizations are realizing the requirement for greater discipline in controlling IT projects. For a lot of organizations, it has meant ratcheting up project management software abilities, processes, and governance structures inside the organization by applying a project management software office (PMO). Regrettably, there's little shared knowledge of the difficulties of applying a PMO. Therefore, managers as well as their organizations have insufficient guidance to assist them to identify and overcome the obstacles they will probably encounter.
![Atekpc Project Management Office Pdf Atekpc Project Management Office Pdf](https://0901.static.prezi.com/preview/v2/xk4yscw3rokgcpp6j3d5irclot6jc3sachvcdoaizecfr3dnitcq_3_0.png)
Authors: F. Warren McFarlan, John Hupp, Mark Kell
Publisher: Harvard Business School (308049-PDF-ENG)
Publication: Oct 11, 2007
Publisher: Harvard Business School (308049-PDF-ENG)
Publication: Oct 11, 2007
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