Operation Management Plan of AtekPC-Free-Samples-Myassignment

Question: Discuss about the "The AtekPC Project Management Office". Answer: Introduction The report consists of the analysis of the Operation Management Program that was planned to be launched by the AtekPC. The major objective of the essay is to analyze the causes of the problem and put forward an effective recommendation for the same. The company had some vision and goals in the mind before launching this. The mission of the company has been evaluated briefly in the report and the process of dealing the problems and the way of erasing the problems are dealt and included in the report. The problems The PC industry was witnessing terrible change. The CEO of the AteckPC Company was thinking of bringing a change in the process. He thought of launching a PMO that is Project Management Office to make the projects faster and convenient for all. The company was suffering from remarkable pressure on one hand and on the other hand the competitors were increasing in the market. The company had to face a larger amount of competition in the market. In order to compete with the changing industry the company thought of implementing a corporate planning office. In order to make this plan turn into action they selected an ideal PMO model for their company. This was designed within IT. The company at present is facing various challenges in the development and the deployment of a project management office within the company. The biggest challenges and obstacles in implementing the PMO was the formal documentation and plans for PMO did not exist. The planning of the strategy was not done in an or ganized manner and there was lack of planning. There was a massive shortage of the resource planning and PMO expert resources. There was a serious problem between the PMO-Heavy model and PMO-Light model. These were the main obstacles of the program (Crawford 2014). Assessment of the situation The changes that were brought in the environment of the business brought the emergence of introducing a PMO within the company. On one hand it is the central point for improvement and the enhancement in the project management which is possible through the implementation of the functions which is enterprise-oriented. The enterprise-oriented functions aim at strengthening the overall capability of the organization. It is intended towards long-term benefits. The mission of the company is established and maintained by meeting the need of fulfilling a historical database and by developing the best practices of project management. It includes providing the training for the value of project management to the organization. The company must make decision in the areas of cost reduction. This further ensures then chance of getting a better project which would imply towards getting better creative and adaptive process of launching new products (Fleming and Koppelman 2016). The alternatives The project management should never be a departmental strategy. It should be an organizational strategy. It definitely must exist within the Information Technology organization and it must ensure providing the project support for all the enterprise. The duties of PMO are divided into two main categories that are project-oriented and enterprise oriented. The project-oriented include the works like consulting, training, the concern of the success of the individual progress and mentoring. Apart from this the enterprise-oriented things include the improvement of the portfolio management, PM standards, tools and methods of the same. The alternatives can be divided into two parts: PMO heavy model and PMO light model (Schwalbe 2015). PMO heavy model The PMO heavy model will include the chance for the organization to have full staff of project managers who would willingly and in an expert manner tackle the IT projects. it further include the hiring of the project managers in order to manage all the work from internal and external sources. It has been found that there aren`t enough manpower to move fast. The company intends to increase the pace and make fast movement to survive in the competitive market. The resistance of the employees has decreased due to the culture and issue of governance (Larson and Gray 2013). PMO-light model In case of PMO-light model there are smaller amount of staffs are less comparatively who are experts in working through the internal project managers in order to perform the responsibilities of the PMO. While the business resources are available it is becoming a threat for the AtekPC. With the help of the PMO light they are lined up in a better manner in terms of the resource numbers and the better balance of the resources. In the extreme situation the PMO-light has all the projects that are being operated outside the PMO under an existing organizational controls and it includes the ownership of the projects that is resided within the functional area and IT group charged with the execution of the project (Hill 2013). Recommendations The barriers and the loopholes of the organization can be eradicated through the implication of certain strategies. The first and foremost improvement that has to be done is the realization of the management that since it is something new in this industry it is not possible to get acceptance immediately. It will take some time for the users to accept the new policy. There is need for PMO to improve itself in order to earn the resources that they claimed. There is an immediate need of building a strong support for the heavy PMO approach (Spalek 2013). The objective and mission of PMO needs to be understood more clearly. It should be understood that the objective of implementing the PMO is to deliver the successful IT projects and understand the maturity of the project management at the organizational level. The company must also understand the problem of cost. It is a costly process and such a risk should be taken only when the investors are confident about the system. The cost of the program is huge and it should be made successful by applying proper cost strategy keeping in mind the revenue of the company (Wood, Chileshe and Shelbourn 2016). The success of the projects completely relies on the factors that are being implemented and the integration of the customers, the software vendors, manager of the scope of the project and the implementer. The benefit of the project should be analyzed from before-hand and they should be properly planned and well-controlled. They should be monitored by applying an effective process (Too and Weaver 2014.). The planning can be effective if all the projects can be managed through the process of PMO. It will be systematic and will head towards unique system service. Certain metrics should be introduced that can measure the expectation of the stakeholder from the PMO performance and it can be related to the vision and mission of AtekPC (Bredillet, Tywoniak and Tootoonchy 2017). Conclusion While concluding, this can be stated that It has made a remarkable improvement in the programming field and all the PC company must seek the help of the project management office to establish itself in this sector and make a remarkable position in the market. The cost budget function requires and allocation method for the funding method. However from the analysis of the above aspects this can fairly be stated that the long-term benefits of the implementation of the PMO should be factored in order to estimate the future value that can be added to the organization. The change in the PC industry can be introduced only through the PMO. It should be emergent program within the IT that can bring success in the IT field. References Bredillet, C., Tywoniak, S. and Tootoonchy, M., 2017. Exploring the dynamics of project management office and portfolio management co-evolution: A routine lens.International Journal of Project Management. Crawford, J.K., 2014.Project management maturity model. CRC Press. Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute. Hill, G.M., 2013.The complete project management office handbook. CRC Press. Larson, E.W. and Gray, C., 2013.Project Management: The Managerial Process with MS Project. McGraw-Hill. Pemsel, S. and Wiewiora, A., 2013. Project management office a knowledge broker in project-based organisations.International Journal of Project Management,31(1), pp.31-42. Schwalbe, K., 2015.Information technology project management. Cengage Learning. Spalek, S., 2013. Improving industrial engineering performance through a successful project management office. Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance.International Journal of Project Management,32(8), pp.1382-1394. Wood, A., Chileshe, N. and Shelbourn, M., 2016. The project management office: Issues in deployment of PMOs in Australia.