i have a term project assignment

my part work on Goals and Methodologies in chart format but I don't know how to make it.

Organization Goal	Performance Measure	Objective

An international organization(has)3 branches. In Canadaas the head office,as well as inAustralia, and in Europe. That organization has an IT PMO in Canada butthatPMO overseesallthe IT project workin three branches.

There is local IT support in each branch; i.e. a departmental PMO existsonlyin the head office.

There are support functions but only 1 PMO in the head office represents the 3 IT portfolio work.

That PMO that exists managesthe IT projects ofthatTelecom giant.

The organizationis large; they have 1500 employees.

They arelooking to expand their projectsas they are getting more and more projects as technology improves. They are expanding, getting more contracts in other parts of the worlddue to more businesses.

While most of their projects do well in Canada,most of their IT projects do well here. You could imagine not having PMO in those other branches or having the IT PMO be centralized in Canada. Other branchesarenot (organized)as structuredor they maynot get the priority. So, while that IT PMO supports everyone, the reality is thepriorityis given to IT projects in Canada and then all other branches come next(on their projects).

The company has been successfully operatingwith 3 locations with huge revenue in each and every yearin the telecom company.

It has operations worldwide with 3 locations and revenue over CAD 180 M/year and not less thanportfolio85 strategic projectsthat's mainly the strategic project which means there could be other 100 smaller (branch) projects in each and every branch to be completed each year distributed across all three locations. These are the strategic high impact type projects across 3 locations that they complete every year.

They have additional 100 smaller projects distributed across various locations for a total 185 projects.

They onlyhave 35 project managerssothat'sanother constraintthat you could be analyzing and looking at.

And 10 project analysts across all3 branchesthat's the total of project staff for the PMO.

And 70% of the staffing in head officePMO. Again, the other branches really get less staff power and less resources. So, in a nutshell the organization does not have the consistency in delivering the project successfully. OR. There are projects that do well in the head office but not as well as other branches due to not giving them the priority or not staffing them as well.

Therefore, organization is short of achieving all the projects they need to be successful.

Current Attributes

The situation as you could see, you have VP of IT and VP of Operations.

The VP of IT, as a result,of the companyexpanding and due to perceived success on her behalf that her (IT) PMO couldexpand across the entireorganization.

However, she is struggling with whetherthis PMOcould scale across all branches to cover all IT projects for all3 components and take on non-ITprojects. While she believes they are doing very well IT from IT perspective she is concerned that may not be the case if she is well positioned to take on non-IT projects.

The VP of operations teamsare not following the processes because they deem the workasIT-specificand that's again an issue in many organizations, specifically in this organization when you have a PMO situated in IT; therefore, perceived as an IT PMO only. Therefore, any other work the perception might be we're getting less priority or we(many resources)are not beingengaged onprojectsas organizations should be.

Sr. Management can not seem to get timely reports nor understand the reasonswhy there areproject delays since IT PMO have direct responsibility for project deliveryso that is some other issue they are happening there. Hence, they choose the IT projects and work on the ones mainly for the Canadian branch.

Back to the same issue where it's an IT PMO so in general the focus is on IT and within IT they have 3 branches the focus is only on the head office. So, it's really a challenge while you could only serve 1 entity, you're looking to expand across the entire organization how suitable is that doable or not and that's what this organization needs your help with, should they actually be establishing expanding the existing PMO to become a larger PMO for those existing or should they build a brand new PMO that oversees everything else so that's where the debate is.

The Debate

You have theVP of ITshe is looking to expand the function and gain traction from success that she perceives they have done in the organization across all branches to provide more capability and access the existing PMO to develop and expand it. So, some of you will have that assignment to help the IT PMO as she sees growth for the project volume and wants more control over the portfolio and aligning and prioritizing projects across all branches IT and non-IT.

VP of IT is asking to expand the current IT PMO across all branches with more capabilities and assess the existing PMO to develop and expand it. She sees the growth of projects volume and wants more control over the portfolio and aligning and prioritizing projects across all branches, not the Canadian branch but unsure if the expansion is possible.

The VP of operations does not share her view and wants some of you to help him to build a new PMO while his position is we keep the IT PMO but the IT only serves IT and we are not interested in expanding it. He believes creating it completely new PMO as the enterprise level is the right answer for growing the organization for taking on especially for non-IT projects allowing for new processes that are not IT centric allowing for projects in operations to collaborate the type of status reports on type of interaction model other than dictated by IT as perceived.

VP of Operation wants to keep the IT PMO and does not believe expanding it is correct. He believes creating a new PMO at the Enterprise level would be better than growing the current IT PMO. His objective is to ensure non-IT projects delivery, allow for new processes to link project and operation and provide a new status report that would enable the operation team to report their progress.