Valuation of the practice is also essential in gauging its effectiveness. There is no definite measurable amount of PM that can satisfy effective implementation for the PM to be considered enough, it should be able to actively improve all structure and project practices. How Much PM is enough PM? How much PMO support is Enough PMO support?ĪtekPC did not have a measuring tool to gauge PM effectiveness this led to failure and challenges in the implementation of the PMO. AtekPC CIO offered very little support to the implementation and structure of the project, causing challenges. The Chief Information Officer has to offer more support to the implementation of the PMO if the project is to be effective. A permanent body and structure have to be setup to help implement an effective project. Initially, no one knew who was responsible for the PMO. Structures have to be set up to define the accountability of the project. The PMO was initiated to improve the company’s performance therefore, measuring methods and tools have to be implemented to assist in gauging improvements across departments. The company has a performance measuring strategy this helps in measuring their advancement. This is critical in the implementation of the PMO since it draws focus and attention to the projects in different departments. The executives have to outline a clear roadmap and time frame that the PMO is expected to mature. What structures and governance mechanisms are critical to effective PMO implementation? The strategy did not work out since they could not address the challenges caused by cultural limitations. Since the values of the PMO were not measurable, the IT departments decided to work on a slower strategy that enabled the project to prove it’s self through mentorship of a single project at a time (Applegate, 2003). AtekPC lacked a clear set of vision or purpose that were later implemented, gradually slowing down the process. The professionals were not enough to help stabilize the PMO. The staff was made up of a director and three contracted Managers.
AtekPC had a shortage of workforce to promote the PMO. The company also faced resistance to change the workers were not ready to stop their old culture. This made it very difficult to implement the concept.
This meant the organization did not have clear set goals or objectives that the PMO has to reach.ĭifferent departments in the organization clashed and disagreed on implementation and functions, some of the department heads did not want to implement the PMO concept in their projects. The firm did not have a foreseeable future of the PMO the lacked the necessary visibility. The senior executives also had different opinions about the PMO since the concept was formulated at a lower level. The main obstacles faced were that AtekPC lacked support from stakeholders. This is because the company lacked proper organization from top management to low-level workers. AdtekPC suffered many technical challenges during its setup and implementation. Strider, Chief Information Officer, encountered many challenges while trying to implement the PMO. What are the main challenges and obstacles in implementing a PMO?
The project focused duties involved mentorship and training, and Enterprise-oriented duties, which involves portfolio management, project improvement, standards, tools, and methods. The PMO was to ensure the team was agile and creative to promote the unveiling of new products. Steinberg, the Manager of Application Development, explains that the main mission or purpose of the PMO is cost reduction and the improvement of projects. The benefits were not measurable but were viewed in terms of Information technology improvement performance, the efficiency of the projects, how the resources were utilized and managed, and the ability of the company to launch new products (Applegate, 2003). The purpose was determined by the benefits reaped on project practices. The initial function was to have the office functional to prove its effectiveness. This is because the documents highlighting these functions did not exist. A year later, in spring, the purpose was still not clearly visible. The PMO mission of AtekPC had been growing slowly since 2006, when it began.
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