Atek PC, founded in 1984, has grown to become a mid-sized U.S PC maker, with 2100 employees and $1. 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 Atek PC, had strong convictions that the PMO-light model was the way to go. PMO issues involved at Atek PC 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 the PMO had to become a part of Ateck PC culture. The best way would be moving slowly, cautiously with small changes over a long period of time so as not to violate Ateck PC's culture. .
Mission.
Establish a PMO and to prove its value and make stakeholders realize the benefits derived from consistent project practices. The specific duties of a PMO are typically divided into two categories as the following: project-focused responsibilities included: Consulting, mentoring, and training services that enabled the success of individual projects .
Enterprise-oriented responsibilities included: PM standards, methods, tools and project performance archives that might improve all projects (Applegate, Austin, & Soule, 2009). The mission of the PMO is to manage and oversee projects related to IT and enterprise level. To build support from functional units and IT personnel involved in projects. To establish, publish and disseminating project practices, standards, and tools and to enforce the project practices where required.
Purpose.
PMO purpose is to fulfill the need for greater discipline in managing IT projects. Moreover, it establishes or enhances project management skills, process, and governance structures within an organization. The main purpose of the PMO is to provide standardization in managing projects of large, complex scales as well as gain improvements in the planning and performance of initiatives (Applegate et al.
