, 2009).
Limited Resources.
There were only four people working full-time and the way industry and company wants to progress, four people seemed insufficient. With the limited resources being assigned to the major project, the diversity of the application is broad and full management team can't be moved into this group (Applegate et al., 2009).
Limited Time.
Persons taking charge of the PMO should not delay too much in getting support from employees and make them adjust their culture. As more time will pass away without much impact of PMO felt by the organization, it will become tougher later to prove its credentials and gain support from functional areas of business without demonstrating its worth. .
Culture.
Introducing the formal approach to tackle projects was inconsistent with the organization that was unaccustomed to consistent, disciplined process and standardization. It was challenging because implementing PMO will go against the grain of organizational culture (Applegate et al., 2009). John Strider was conflicted with how he would structure and govern the PMO within IT. Primarily, he considered two models and reasoned between each of their tradeoffs with respect to the company culture. One organizational model was the PMO-Heavy model. This model was resource intensive that focuses on acquiring management experts, whether internally or externally, and most of all projects would be managed under its control. Though the heavy structure best fit Atek PC's goals, its primary drawbacks were that Atek PC did not have the resources necessary to move in that direction, and the company culture was hostile to the idea. .
The second model Strider considered was the PMO-Light model, which employed a minimalist approach. With this model, the company is to use minimal resources to develop skills of internal project managers to lead the PMO. In this approach, all projects operate under existing organizational controls, and the appointed IT group is rendered responsible to see each project through (Applegate et al.
