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A PMO-asis in the Silicon Desert
A few years ago, IT projects at the City of Chandler were beset by delays and inefficiencies. But a newly established PMO helped drive implementation of several common-sense practices, and now the city’s IT steering committee takes a proactive leadership role in prioritizing, terminating and improving projects.
A fast-growing Phoenix suburb nestled in what is referred to as the “Silicon Desert,” it is not unusual for summer temperatures in the City of Chandler to hit triple digits. While employees at the city’s Information Technology Division learned to live with the soaring mercury outside, it was the searing heat coming from inside their offices that kept them on the hot seat just a few years ago.
Beset with business and operational requirements and mandates for technology solutions — many of which were languishing and unfulfilled — Chandler’s IT staff was engulfed by too many projects and not enough time. Due to years of unprecedented growth and accompanying increase in demands for services, “some projects were taking three to four years to complete, some were never completed and some even disappeared from the manual tracking records,” said Pamela Des Rosiers, the technical project administrator.
With the need for project management clear, the city responded. Two project managers were hired in 2001, with three …
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