$[8$:$44$ p$.$m$.,2024-05-30]$ Mustapha Kafayat: The CaseProfile:An IT company has a departmental PMO overseeing the development of software for telecom based products across $2$ countries, with $280$ employees looking to become $330$ next year, the expansion is favorable due to more business. The VP of IT as a result is looking to expand their current PMO for the whole organization and struggling whether the PMO can scale or not. They hire you as the consultant to apply what you learned so far to assess their existing PMO and help establish a scalability model and business case that justifies the expansion.Attributes:The company has operations world wide with revenue of $$80$M CAD$/$year and not less that $80$ strategic projects to be completed each year with a progress report in each quarter. Most of these projects are SW customization, some are engineering, and process improvement. Only $25$ project managers and $5$ project analysts are available to do the work; therefore, not all projects get done.Operation team is not following the process because they deem it IT specific, so many resources are not engaged in the project all the time. Sr$.$ Mgmt$.$ can't seem to get timely reports, nor understand the reason for project delays since the IT PMO has direct responsibility for project delivery..... They need you to help them.Debate $1$:The VP of IT is asking to expand the PMO with more capabilities and look into assessing existing PMO to expand it$,$ as he sees the growth of projects volume and wants more control over the portfolio and keeping track and lesson learned.VP of Operation is seeing that to keep IT PMO and doesnt believe expanding existing would work, but creating a new one is a better option to establish focus on non$-$IT projects.The VP of Finance is not happy with all the expenses each VP is proposing not knowing which option is beneficial. You need to help him understand the justification of either the VP of IT and or VP of Operation to make the right investment of expanding existing, or keep existing and build new ones with larger focus.Your Task:Your task as the consulting team brought by the VP of Operation to help him build a new PMO that oversees all projects IT included, and build the case for a new PMO demonstrating why a new PMO is required following what you learned from your Chief Consultant $($ professor Waffa$).$Act as Vice President of operation by Summary of Current Challenges & OpportunitiesAt this point in the process, a summary of current challenges and opportunities will be laid out. In the following table, are some examples that would come up during this step.ChallengesOpportunitiesAn overview of the challengesThe impacts on the organization in terms of rework, lost revenues, wasted time or other relevant factorsA known cause$($s$)$An overview of the opportunityA review of how the opportunity addresses a current challengeThe expected benefits to be achieved in terms of savings, increased customer satisfaction, or some other relevant factors In tabular form