Project & Portfolio Management AtekPC

Karthik Arumugham [1311299]

AtekPC Project Management Office

1. What is the purpose and mission of a PMO?
A project management office (PMO) is an organizational unit used to centralized and coordinate
the management of projects. A PMO oversees the management of projects, programs, or a
combination of both. The PMO has various functions in which supports project managers, these
functions are aligned with the reasons in which AtekPC has developed a PMO. In sum, PMOs are
dedicated to improving the practice and results of project management.
The PMO office provides support to the project managers. The office maintains the records of
project performance and helps to manage the resources for projects. The purpose of the PMO at
AtekPC was to move away from the culture of informal project management and establish a
formal PM standards, methods, tools, and project performance archives. The mission was to
prove the PMOs worth by slowly integrating it into the company to realize the benefits from
consistent project practices.
Ateks PMO:
-

The purpose was to have consistent project practices

Formal documentation and plans for PMO did not exist
Responsibilities limited to IT projects
Two categories of duties:
Project Focused (consulting, mentoring, and training)
Enterprise Oriented (portfolio management, PM standards, methods, and tools)
PMO responsibilities:
Establish, publish, and disseminate project practices, standards and tools
Add Later Portfolio Management & Archiving of projects for knowledge sharing
Authority provided by CIO after the PMO had proven itself:
Authority being developed bottom-up
No plan to enforce usage at the enterprise level

2. What are the main challenges and obstacles in implementing a PMO?

AtekPC had no history of project management, the functional areas were not held accountable to
any measure of performance for the projects they worked on. There was no tracking if the
projects actually had a positive impact on the companys ability to perform.
Most of the obstacles to establishing a PMO are beyond the CIO and PMO Manager's control.
There are external factors within the enterprise that will hinder progress of a PMO
implementation. Regardless of the technical challenges during the implementation, the core of
the problem could be lack of organization support, from the top to the bottom, no enough
executive stakeholder support, no visibility of the program, conflict of interests within
departments, people are reluctant to change the ways they have been doing things.
Few root causes of PMO implementation hindrance:
The PMO vision and role is not clearly defined: There is no complete consensus
regarding its purpose, its responsibilities, and its authority. It has slowly evolved.
Not enough executive stakeholder support: Not all of the senior executives were
equally enthused about the PMO concept. Authority was primarily being developed
bottom-up through the value of the PMO services. Even this was limited to those functional
areas and IT areas actively engaging the PMO. There was no current plan to enforce usage
at the enterprise level.

Project & Portfolio Management AtekPC

Karthik Arumugham [1311299]

Corporate culture limitation: Corporate cultural change had been informal. They never
treated PM, PMO, formal processes seriously. Normal Operation Processes and function
units have to change their culture, behaviour, and even habits if they work with a PMO.
No support from department management: Department managers may see no value
in introducing a PMO in their projects. Also there are political conflicts as well, with
managers worrying about the PMO getting to much authority.
Hard to prove value before the PMO can get more support: The senior IT managers
encouraged a slow, incremental strategy (baby steps) that would allow the PMO concept
to prove itself with small victories won through mentoring one project at a time. While
proving themselves, they may fail the challenges of addressing all the cultural limitations
and barriers. The PMO had raised issues that had proven too controversial to resolve
immediately.

3. What structures and governance mechanisms are critical to effective PMO

implementation?
Ateks Governance
-

Lack of CIO support

No roadmaps or timelines for maturation of the PMO
No way to measure performance
Proving value is the only way it will work
Lack of clarity on PMO accountability
Current model was temporary
Planning Office and Senior VP, committed to more planned, rigorous, project management
approach

There was no previous history of data to compare the PMO success to at AtekPC, they had to rely
on anecdotal evidence and subjective consensus. The PMO was accountable to the head
Application Development within AtekPC. The governance model was temporary for AtekPC and
would have to report to a different layer in the company at a future time. The following
recommendations are critical to effective PMO implementation at Atek.
-

Governance: The performance of the PMO can be measured by the CIO to evaluate if the
PMO has been successful in achieving the objectives. The evaluation even though based
on subjective observation can be done to see if the PMO initiative has been able to make
the structure of the processes formal or not. The formal structure and centralized chain of
command will reflect the initial success of PMO. After that the success of business
processes and ability to compete in the market can be used as criteria of success for the
PMO.
Cultural issues: AtekPC seems to have an informal pattern of communication, which
cant be radically changed within a short time. However a gradual shift can be brought
through the use of PMO light by focusing on the strengths of the process and allowing the
employees to understand, accept and adapt to the changed procedures.
Staffing issues: A combination of the two approaches will require the company to hire an
individual for PMO implementation. Along with that the current managers can be trained
for the PMO implementation to make it effective without hiring new staff as the company
has limited resources available.
Enterprise-oriented responsibilities for the PMO: The PMO will be focusing on
creating an effective alliance between the various departments of the organization and
achieving the company objectives in a specified time frame with support from the
employees. The project related activities, reporting and maintaining of different
organizational processes will also be developed by the PMO.

Project & Portfolio Management AtekPC

Karthik Arumugham [1311299]

Project & Portfolio Management AtekPC

Karthik Arumugham [1311299]
4. How much PM is enough PM? How much PMO support is enough PMO support?
Implementing a PMO will help, projects finish on time; shorten project duration; controlling
project priorities; smooth fighting for resources between projects; have trustworthy project
priorities; right selection of project; brining project to successful closure; reduce project rework;
organize things so people can achieve the most with minimal effort.
Ateks PMO Organization
PMO-heavy

PMO-light

Full staff of project managers who assumed

responsibility for the management of all IT
projects.

Minimal staff of experts who worked through

internal project managers to perform the
responsibilities of the PMO

Acquisition
of
project
management
experts, either from internal or external
sources, and used these resources to
manage projects under the direction of the
PMO.

This model focused on the development of

the skills of internal project managers who
were not formally connected with the PMO

No project would operate outside the

management and direct control of the
PMO.

All projects operated 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.

Enough PMs are needed to manage projects and to provide guidance. Too many new project
managers, or too big of an office would cause a conflict in the company and become a problem
as it would fail due to resentment. Change needs to be implemented slowly, on a limited scale to
get buy in and slowly change the culture to accept the PMO, could provide worth to all projects.
Adopt a combination of Project Management Office (PMO) heavy and light in bringing a positive
and long term change in the organization. PMO heavy has the disadvantage that it forces radical
changes on the employees which gain short term results only. The people in the organization
seem to have a tendency to resist adopting a changed structure of processes. A combination of
the two approaches will enable Strider to bring long term change on the basis of the already
employed people who can easily establish feelings of trust and cooperation among the workers.
The new hiring will allow Strider to introduce formal pattern of control and policy implementation.

AtekPC Project Management Office

5. What is the purpose and mission of a PMO?
A project management office (PMO) is an organizational unit used to centralized and coordinate
the management of projects. A PMO oversees the management of projects, programs, or a
combination of both. The PMO has various functions in which supports project managers, these

Project & Portfolio Management AtekPC

Karthik Arumugham [1311299]
functions are aligned with the reasons in which AtekPC has developed a PMO. In sum, PMOs are
dedicated to improving the practice and results of project management.
The PMO office provides support to the project managers. The office maintains the records of
project performance and helps to manage the resources for projects. The purpose of the PMO at
AtekPC was to move away from the culture of informal project management and establish a
formal PM standards, methods, tools, and project performance archives. The mission was to
prove the PMOs worth by slowly integrating it into the company to realize the benefits from
consistent project practices.
Ateks PMO:
-

The purpose was to have consistent project practices

Formal documentation and plans for PMO did not exist
Responsibilities limited to IT projects
Two categories of duties:
Project Focused (consulting, mentoring, and training)
Enterprise Oriented (portfolio management, PM standards, methods, and tools)
PMO responsibilities:
Establish, publish, and disseminate project practices, standards and tools
Add Later Portfolio Management & Archiving of projects for knowledge sharing
Authority provided by CIO after the PMO had proven itself:
Authority being developed bottom-up
No plan to enforce usage at the enterprise level

6. What are the main challenges and obstacles in implementing a PMO?

AtekPC had no history of project management, the functional areas were not held accountable to
any measure of performance for the projects they worked on. There was no tracking if the
projects actually had a positive impact on the companys ability to perform.
Most of the obstacles to establishing a PMO are beyond the CIO and PMO Manager's control.
There are external factors within the enterprise that will hinder progress of a PMO
implementation. Regardless of the technical challenges during the implementation, the core of
the problem could be lack of organization support, from the top to the bottom, no enough
executive stakeholder support, no visibility of the program, conflict of interests within
departments, people are reluctant to change the ways they have been doing things.
Few root causes of PMO implementation hindrance:
The PMO vision and role is not clearly defined: There is no complete consensus
regarding its purpose, its responsibilities, and its authority. It has slowly evolved.
Not enough executive stakeholder support: Not all of the senior executives were
equally enthused about the PMO concept. Authority was primarily being developed
bottom-up through the value of the PMO services. Even this was limited to those functional
areas and IT areas actively engaging the PMO. There was no current plan to enforce usage
at the enterprise level.
Corporate culture limitation: Corporate cultural change had been informal. They never
treated PM, PMO, formal processes seriously. Normal Operation Processes and function
units have to change their culture, behaviour, and even habits if they work with a PMO.
No support from department management: Department managers may see no value
in introducing a PMO in their projects. Also there are political conflicts as well, with
managers worrying about the PMO getting to much authority.

Project & Portfolio Management AtekPC

Karthik Arumugham [1311299]

Hard to prove value before the PMO can get more support: The senior IT managers
encouraged a slow, incremental strategy (baby steps) that would allow the PMO concept
to prove itself with small victories won through mentoring one project at a time. While
proving themselves, they may fail the challenges of addressing all the cultural limitations
and barriers. The PMO had raised issues that had proven too controversial to resolve
immediately.

7. What structures and governance mechanisms are critical to effective PMO

implementation?
Ateks Governance
-

Lack of CIO support

No roadmaps or timelines for maturation of the PMO
No way to measure performance
Proving value is the only way it will work
Lack of clarity on PMO accountability
Current model was temporary
Planning Office and Senior VP, committed to more planned, rigorous, project management
approach

There was no previous history of data to compare the PMO success to at AtekPC, they had to rely
on anecdotal evidence and subjective consensus. The PMO was accountable to the head
Application Development within AtekPC. The governance model was temporary for AtekPC and
would have to report to a different layer in the company at a future time. The following
recommendations are critical to effective PMO implementation at Atek.
-

Governance: The performance of the PMO can be measured by the CIO to evaluate if the
PMO has been successful in achieving the objectives. The evaluation even though based
on subjective observation can be done to see if the PMO initiative has been able to make
the structure of the processes formal or not. The formal structure and centralized chain of
command will reflect the initial success of PMO. After that the success of business
processes and ability to compete in the market can be used as criteria of success for the
PMO.
Cultural issues: AtekPC seems to have an informal pattern of communication, which
cant be radically changed within a short time. However a gradual shift can be brought
through the use of PMO light by focusing on the strengths of the process and allowing the
employees to understand, accept and adapt to the changed procedures.
Staffing issues: A combination of the two approaches will require the company to hire an
individual for PMO implementation. Along with that the current managers can be trained
for the PMO implementation to make it effective without hiring new staff as the company
has limited resources available.
Enterprise-oriented responsibilities for the PMO: The PMO will be focusing on
creating an effective alliance between the various departments of the organization and
achieving the company objectives in a specified time frame with support from the
employees. The project related activities, reporting and maintaining of different
organizational processes will also be developed by the PMO.

Project & Portfolio Management AtekPC

Karthik Arumugham [1311299]
8. How much PM is enough PM? How much PMO support is enough PMO support?
Implementing a PMO will help, projects finish on time; shorten project duration; controlling
project priorities; smooth fighting for resources between projects; have trustworthy project
priorities; right selection of project; brining project to successful closure; reduce project rework;
organize things so people can achieve the most with minimal effort.
Ateks PMO Organization
PMO-heavy

PMO-light

Full staff of project managers who assumed

responsibility for the management of all IT
projects.

Minimal staff of experts who worked through

internal project managers to perform the
responsibilities of the PMO

Acquisition
of
project
management
experts, either from internal or external
sources, and used these resources to
manage projects under the direction of the
PMO.

This model focused on the development of

the skills of internal project managers who
were not formally connected with the PMO

No project would operate outside the

management and direct control of the
PMO.

All projects operated 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.

Enough PMs are needed to manage projects and to provide guidance. Too many new project
managers, or too big of an office would cause a conflict in the company and become a problem
as it would fail due to resentment. Change needs to be implemented slowly, on a limited scale to
get buy in and slowly change the culture to accept the PMO, could provide worth to all projects.
Adopt a combination of Project Management Office (PMO) heavy and light in bringing a positive
and long term change in the organization. PMO heavy has the disadvantage that it forces radical
changes on the employees which gain short term results only. The people in the organization
seem to have a tendency to resist adopting a changed structure of processes. A combination of
the two approaches will enable Strider to bring long term change on the basis of the already
employed people who can easily establish feelings of trust and cooperation among the workers.
The new hiring will allow Strider to introduce formal pattern of control and policy implementation.

AtekPC Project Management Office

9. What is the purpose and mission of a PMO?
A project management office (PMO) is an organizational unit used to centralized and coordinate
the management of projects. A PMO oversees the management of projects, programs, or a
combination of both. The PMO has various functions in which supports project managers, these

Project & Portfolio Management AtekPC

Karthik Arumugham [1311299]
functions are aligned with the reasons in which AtekPC has developed a PMO. In sum, PMOs are
dedicated to improving the practice and results of project management.
The PMO office provides support to the project managers. The office maintains the records of
project performance and helps to manage the resources for projects. The purpose of the PMO at
AtekPC was to move away from the culture of informal project management and establish a
formal PM standards, methods, tools, and project performance archives. The mission was to
prove the PMOs worth by slowly integrating it into the company to realize the benefits from
consistent project practices.
Ateks PMO:
-

The purpose was to have consistent project practices

Formal documentation and plans for PMO did not exist
Responsibilities limited to IT projects
Two categories of duties:
Project Focused (consulting, mentoring, and training)
Enterprise Oriented (portfolio management, PM standards, methods, and tools)
PMO responsibilities:
Establish, publish, and disseminate project practices, standards and tools
Add Later Portfolio Management & Archiving of projects for knowledge sharing
Authority provided by CIO after the PMO had proven itself:
Authority being developed bottom-up
No plan to enforce usage at the enterprise level

10.
What are the main challenges and obstacles in implementing a PMO?
AtekPC had no history of project management, the functional areas were not held accountable to
any measure of performance for the projects they worked on. There was no tracking if the
projects actually had a positive impact on the companys ability to perform.
Most of the obstacles to establishing a PMO are beyond the CIO and PMO Manager's control.
There are external factors within the enterprise that will hinder progress of a PMO
implementation. Regardless of the technical challenges during the implementation, the core of
the problem could be lack of organization support, from the top to the bottom, no enough
executive stakeholder support, no visibility of the program, conflict of interests within
departments, people are reluctant to change the ways they have been doing things.
Few root causes of PMO implementation hindrance:
The PMO vision and role is not clearly defined: There is no complete consensus
regarding its purpose, its responsibilities, and its authority. It has slowly evolved.
Not enough executive stakeholder support: Not all of the senior executives were
equally enthused about the PMO concept. Authority was primarily being developed
bottom-up through the value of the PMO services. Even this was limited to those functional
areas and IT areas actively engaging the PMO. There was no current plan to enforce usage
at the enterprise level.
Corporate culture limitation: Corporate cultural change had been informal. They never
treated PM, PMO, formal processes seriously. Normal Operation Processes and function
units have to change their culture, behaviour, and even habits if they work with a PMO.
No support from department management: Department managers may see no value
in introducing a PMO in their projects. Also there are political conflicts as well, with
managers worrying about the PMO getting to much authority.

Project & Portfolio Management AtekPC

Karthik Arumugham [1311299]

Hard to prove value before the PMO can get more support: The senior IT managers
encouraged a slow, incremental strategy (baby steps) that would allow the PMO concept
to prove itself with small victories won through mentoring one project at a time. While
proving themselves, they may fail the challenges of addressing all the cultural limitations
and barriers. The PMO had raised issues that had proven too controversial to resolve
immediately.

11.
What structures and governance mechanisms are critical to effective PMO
implementation?
Ateks Governance
-

Lack of CIO support

No roadmaps or timelines for maturation of the PMO
No way to measure performance
Proving value is the only way it will work
Lack of clarity on PMO accountability
Current model was temporary
Planning Office and Senior VP, committed to more planned, rigorous, project management
approach

There was no previous history of data to compare the PMO success to at AtekPC, they had to rely
on anecdotal evidence and subjective consensus. The PMO was accountable to the head
Application Development within AtekPC. The governance model was temporary for AtekPC and
would have to report to a different layer in the company at a future time. The following
recommendations are critical to effective PMO implementation at Atek.
-

Governance: The performance of the PMO can be measured by the CIO to evaluate if the
PMO has been successful in achieving the objectives. The evaluation even though based
on subjective observation can be done to see if the PMO initiative has been able to make
the structure of the processes formal or not. The formal structure and centralized chain of
command will reflect the initial success of PMO. After that the success of business
processes and ability to compete in the market can be used as criteria of success for the
PMO.
Cultural issues: AtekPC seems to have an informal pattern of communication, which
cant be radically changed within a short time. However a gradual shift can be brought
through the use of PMO light by focusing on the strengths of the process and allowing the
employees to understand, accept and adapt to the changed procedures.
Staffing issues: A combination of the two approaches will require the company to hire an
individual for PMO implementation. Along with that the current managers can be trained
for the PMO implementation to make it effective without hiring new staff as the company
has limited resources available.
Enterprise-oriented responsibilities for the PMO: The PMO will be focusing on
creating an effective alliance between the various departments of the organization and
achieving the company objectives in a specified time frame with support from the
employees. The project related activities, reporting and maintaining of different
organizational processes will also be developed by the PMO.

Project & Portfolio Management AtekPC

Karthik Arumugham [1311299]
12.

How much PM is enough PM? How much PMO support is enough PMO support?

Implementing a PMO will help, projects finish on time; shorten project duration; controlling
project priorities; smooth fighting for resources between projects; have trustworthy project
priorities; right selection of project; brining project to successful closure; reduce project rework;
organize things so people can achieve the most with minimal effort.
Ateks PMO Organization
PMO-heavy

PMO-light

Full staff of project managers who assumed

responsibility for the management of all IT
projects.

Minimal staff of experts who worked through

internal project managers to perform the
responsibilities of the PMO

Acquisition
of
project
management
experts, either from internal or external
sources, and used these resources to
manage projects under the direction of the
PMO.

This model focused on the development of

the skills of internal project managers who
were not formally connected with the PMO

No project would operate outside the

management and direct control of the
PMO.

All projects operated 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.

Enough PMs are needed to manage projects and to provide guidance. Too many new project
managers, or too big of an office would cause a conflict in the company and become a problem
as it would fail due to resentment. Change needs to be implemented slowly, on a limited scale to
get buy in and slowly change the culture to accept the PMO, could provide worth to all projects.
Adopt a combination of Project Management Office (PMO) heavy and light in bringing a positive
and long term change in the organization. PMO heavy has the disadvantage that it forces radical
changes on the employees which gain short term results only. The people in the organization
seem to have a tendency to resist adopting a changed structure of processes. A combination of
the two approaches will enable Strider to bring long term change on the basis of the already
employed people who can easily establish feelings of trust and cooperation among the workers.
The new hiring will allow Strider to introduce formal pattern of control and policy implementation.