Assignment Task
Assignment instructions and information
Project Management Office (PMO) Rollout at SEMICON You have recently been recruited as a Director of Projects reporting directly to the CEO, at SEMICON, a large multinational organisation based in the Mid-West region of Ireland. The company designs and manufactures semiconductors for customers in instrumentation, automation, communications, healthcare, & automotive industries across the globe. Headquartered in Bloomington Indiana US, the site in Ireland has grown to 2000 workforce since it started 25 years ago and is a key player in the local economy, and has a full range of services from R&D, NPD and Manufacturing, and prides itself on its ability to understand and solve Clients problems and deliver quality solutions, with “zero defects”.
In the last 5 years SEMICON have undergone a number of internal transitions including key acquisitions to bring in new expertise in automation and artificial intelligence seen as critical to growth and their ongoing success. However, these changes were not without challenges with some areas of the enterprise experiencing difficulties in the integration of new services. Coupled with this, the parent organisation structure has a traditional bureaucratic orientation which appears at odds with the need to become more responsive to client demands for quick solutions. In an effort to achieve better cross site integration SEMICON have decided to invest in their approach to managing and supporting all projects, both internal and external, involving all the major divisions across the site in Ireland, with the view to developing a standardised approach to managing projects, improve efficiency and effectiveness and as a consequence improve overall business performance.
SEMICON have decided to invest in setting up a Project Management Office (PMO) to develop a standard methodology for delivering projects, support project managers and project teams in delivering projects, and introduce control measures to track benefits and the overall impact of the project and programme investments on the overall business performance. You have been given responsibility for putting together a plan. A budget of 350k has been set aside for this initiative, and Corporate HQ are expecting the PMO to be fully operational within 18 months. They have also hinted strongly that the expertise in Ireland in delivering successful projects may be instrumental in their global approach to delivering projects. Current SEMICON Lifecycle Model The rollout of the PMO shall include 1 – Initial capability assessment to determine current practices and areas for improvement in developing an overall standard approach to managing projects. 2 – Design of internal processes for the management of R&D, New Product Development and Manufacturing projects including a shared framework methodology for the inception, approval, design, delivery, completion of projects and in the conducting of post implementation reviews (PIRs). 3 – Provision of training of approx 200 staff across Engineering/IT/business on site, with a view to extending this training across other SEMICON sites. 4 – Coaching and mentoring of staff in the delivery of projects, and in the ongoing development and roll out of project management best practices within SEMICON.
TASK
Option 1 – Complete the following
Option 2 – Video of a voice over powerpoint presentation (max 20 mins)
1 – Produce a Project Charter and a high level WBS for this organisational change project, to meet the objectives of rolling out a PMO at SEMICON. Provide a brief explanation of your rationale for the various components of each.
2 – Using the WBS , develop an overall schedule for the roll out of the PMO. Include a commentary on how you might manage this schedule including resource management. Suggest ways you might be able to accelerate the schedule to reduce the overall timeframe for roll out by 10%.
3– Identify key benefits and risks and suggest how you might use tracking systems to manage risks and realise future benefits. Make specific reference to the use of both qualitative and quantitative approaches to analysing benefits and risks.
4– Design a Project Reporting system to manage performance of all projects in SEMICON. Give examples and explain your rationale.
5 – Discuss the adoption of Agile v Traditional Waterfall methodologies in this context and the implications and challenges for each. Note: You may wish to do some research into the semiconductor industry to understand product development lifecycles in this context and incorporate these into your responses.
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