Presents one company's efforts to implement a project management organization, or PMO, and the challenges they faced in doing so.
The AtekPC PMO Case
Issues brought out in the case include defining the PMO's purpose and mission, the structure and governance of the PMO, and how to successfully implement it in what appears to be a resistant culture. He had held back on hiring fill time employees for the PMO and was moving very slowly and cautiously so as not to violate AtekPC's culture.
He was also concerned about the many issues that the PMO implementation had already raised. Were small steps building on small successes going to get the job done fast enough? With the ever increasing challenge of successfully managing information technology IT , organizations are recognizing the need for greater discipline in managing IT projects.
Much more than documents.
For many organizations, this has meant ratcheting up project management skills, processes, and governance structures within the organization by implementing a project management office PMO. Unfortunately, there is little shared understanding of the challenges of implementing a PMO. Therefore, managers and their organizations have inadequate guidance to help them identify and overcome the obstacles they are likely to encounter. McFarlan, F.
Warren, Mark Keil, and John Hupp. Warren McFarlan.
Keywords: Governance ; Nonprofit Organizations ;. William C. Kirby , F. Warren McFarlan and Joycelyn W. Case Keywords: Cross-cultural Management ; global strategy ; globalization ; international business ; Strategy management ; Africa ; China ;.
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The AtekPC Project Management Office_Group 4
Warren McFarlan Non-profit governance at its core is very different from for-profit governance. Certain aspects of non-profit governance are widely pervasive across all non-profits, while all others are idiosyncratic to specific sub-groups of non-profits.
After identifying these commonalities, this paper focuses on specific factors which make non-profit governance particularly nuanced and complicated in specific situations. View Details. Eby By , the HNA Group had grown from its roots as Hainan Airlines, a small airline founded in into a global conglomerate that ranked in the Global Much of this success it had achieved by cross-industry expansion within China, but since , it had increasingly looked to expand globally.
However, this high reputation had yet to be translated across borders. Would HNA Group be able to bring its unique characteristics that made it successful within China to bear on the global marketplace?
Citation: Kirby, William C.
IST 609- Winter 2015 - ADD 2- Case3-3 AtekPC
Warren McFarlan, and Joycelyn W. Revised March It has investments and projects in 27 countries and trade networks in nearly countries with a particular focus in Africa. CNMC has been exploiting mineral resources in Zambia since , becoming one of the most important copper industry enterprises in the country. CNMC has been actively committed to becoming a bellwether of "going global" among Chinese enterprises, making great contribution to Africa by promoting mutually beneficial cooperation.
AtekPC Project Management Office
Confronted with intensifying competition in China and overseas, CNMC leaders look to the future and endeavor to further develop African businesses, to strengthen CNMC's overall competitiveness, and to fulfill sustainable development, on the basis of its international expansion strategy.
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