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#THE ATEKPC PROJECT MANAGEMENT OFFICE CASE STUDY HOW TO# #THE ATEKPC PROJECT MANAGEMENT OFFICE CASE STUDY HOW TO# However, personal interests dictated the need for three methodologies, all based upon rigid policies and procedures.ДЄfter a year of using three models, the company recognized it had a problem deciding how to assign the right project manager to the right project. There were several similarities among the three models. Several of the employees thus trained were then placed on a committee with senior management to design a project management stage-gate model for Ferris.ДЄfter two months of meetings, the committee identified the need for three different stage-gate models: one for information systems, one for new products/ services provided, and one for bringing on board new corporate clients. Everyone recognized that project management needed to be an established career path position and that some structured process had to be implemented for project management.ДЄ consultant was brought into Ferris to provide initial project management training for 50 out of the 300 employees targeted for eventual project management training. The projects came out with the short end of the stick, most often late and over budget, because managers focused on line activities rather than project work. For the past several years, line managers had been functioning as project managers while still managing their line groups. In July of 1999, senior management at Ferris recognized that its future growth could very well be determined by how quickly and how well it implemented project management. What if the customers are unhappy with the new combined methodology?. What if the customers want the existing methodologies left intact?. What influence should a customer have in redesigning a methodology that has proven to be successful?. How do you get employees to change work habits that have proven to be successful?. How do companies combine methodologies?. Both methodologies had advantages and disadvantages, and both were well liked by their customers. PAP had a good methodology based on five life-cycle phases. Many of its products were similar to those provided by Lakes Automotive.Д«ecause the employees from both companies would be working together closely, a singular project management methodology would be required that would be acceptable to both companies. PAP also had a good project management reputation and also provided quality products.  Lakes Automotive bought out another tier-one supplier, Pelex Automotive Products (PAP). In February 2000, Lakes Automotive decided to offer additional products to its customers.  Also, Lakes AutomotiveвЂ™s customer base was pleased with the methodology and provided Lakes Automotive with quality award recognition that everyone believed was attributed to how well the project management methodology was executed. All 60,000 employees worldwide accepted the methodology and used it. Between 19, Lakes Automotive installed a project management methodology based on nine life-cycle phases. Lakes Automotive is a Detroit-based tier-one supplier to the auto industry. The changes may require that workers give up their comfort zones and seek out new social groups. These barriers can exist at all levels of management as well as at the worker level. Strong executive leadership may be necessary such that the barriers to change can be overcome quickly. The implementation and acceptance of a project management methodology can be difficult if the organizationвЂ™s culture provides a great deal of resistance toward the change. Some organizations may find it necessary to maintain more than one methodology, however, such as one methodology for information systems and a second methodology for new product development. The ideal solution might be to have a singular methodology for all projects, whether they are for new product development, information systems, or client services. As companies approach some degree of maturity in project management, it becomes readily apparent to all that some sort of standardization approach is necessary for the way that projects are managed.

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