Figure 18: Sony Mobile´s logo
4.4.1 Company description
Sony Mobile Communications AB, formerly known as Sony Ericsson Mobile Communications AB, is a multinational mobile phone manufacturing company and an utterly owned subsidiary of the Japanese electronics company Sony Corporations. It was founded in 2001 as a joint venture between the Japanese firm, Sony, and the Swedish telecommunications equipment company Ericsson, under the name Sony Ericsson. In 2012 Sony acquired Ericsson´s share and became Sony Mobile (Nilsson, 2012).
Sony Mobile Communication is a leading global innovator of audio, video, game, communications, key device and information technology products for both the consumer and professional markets. With its music, pictures, computer entertainment and online business, Sony Mobile Communication is uniquely positioned to be the leading electronics and entertainment company in the world (Sony Mobile, 2012). Sony Mobile Communications has research and development facilities in Sweden, Japan, China and United Stated. Its headquarters are located in Lund, Sweden but will be transferred to Tokyo, Japan in October 2012 (Sony Mobile, 2012).
4.4.2 PMO in Sony Mobile
Sony Mobile has around five to ten PMOs in the entire organization. PMO can be found in; IT, Operations, Finance, Development, HR etc. Sony Mobile has had PMO function within the organization for more than 13 years. The PMO that took part in this research is in Corporate IT department and has been in the organization for 5 years. This PMO is the only PMO entity in Sony that will be referred to in this part. When the PMO within Corporate IT was first implemented it was a smaller team that reported to the CIO (Chief Information Officer). During the last couple of years the PMO has grown to be a bigger team with more Project Managers but at the same time it has been lowered in its position on reporting level in the organization. In other words, the PMO has become more of a Project Managers resource function that can be compared to an in house consultant company where the costs are pushed out to the projects so that the PMO line costs end up on zero.
At the moment the PMO consists of 15 project managers and the PMO follows around 30-50 projects at the same time. The 15 project managers are all equal though some are more senior than other. They report to steering group when working in projects but when not they report to the head of PMO.
Now days the current PMO manages only projects that Corporate IT takes part in. These projects that PMO manages need to fulfil certain standards, which are; involve several teams within Corporate IT, have significant budget, be complex or be an implementation of something new. Along with this the PMO owns and manages a project model based on PROPS.
The PMO´s main strategy is to keep a high level of Project Managers, a working project model and process. Most of the Project Managers within the PMO are PMP (Project Management Professional) certified and have good knowledge of the entire organization. The success of PMO is measured by each project, based on budget, time and functionality fulfilment. By this, the value of PMO becomes more available and the life existence is more likely to outgrow.
4.4.3 Case study results
The case study result below is based on an interview with single individual that has been working for Sony Mobile Communications since 1999. When she began working for Sony Mobile Communication a PMO was already in place. Today the interviewer is heading up the PMO function in Corporate IT department and has been in that position since May 2010.
Her main responsibilities and daily tasks are:
Collecting information regarding incoming projects and assign Project Managers to them
Planning and making sure that different skills in the team are used in the best way
Coordinating a program as a Program Manager
Responsible for the Project Process including continuous improvements when it comes to the model and process itself, templates, training and information sharing
The key informant provided documents and all informative information about the organization Sony Mobile Communications AB, the PMO and its main responsibilities and function. Due to location and distance between participants, this information was gathered by email discussion that consisted of questionnaire and at last a phone interview.
4.4.3.1 Why was PMO implemented in Sony Mobile?
The reason for PMO being implemented in Sony Mobile is because there was a need for one standardized way to manage projects to make it easier for the employees involved. That is, same roles, phases, documents, decision points etc. Along with that it was important to have one place providing overview of all major on-going projects in the organization.
The implementation had an impact on the organization in a way that some employees got moved from the application teams and into the PMO. Project Managers (PMs) became general PMs, not specialized. That is considered a good act from the project management point of view but from other point of view employees tend to find PMs too general, that is, not skilled enough in their specific area. However the plan is that the PMs are general and the PMO has specialized competence in the application and infrastructure teams. It is difficult to have all competences as well as project management competence in the same person, background and experience. In a way the PMO became a career possibility for people that wanted to develop in the area of management and leadership.
The implementation of PMO in Sony Mobile has resulted in overall improved project outcome in a way that the quality of project management is higher because of the use of one common model and that there is now one place where the CIO and others can turn to when an overview of the current project portfolio is needed. Along with that the project procedures changed and the project model that PMO follows got implemented on a broader scale and is continuously improved.
4.4.3.2 The benefits and challenges of implementing a PMO within Sony Mobile
The main benefits of implementing a PMO into the organization according to the interviewee is; a common way to run projects and one place for the project portfolio. The main benefits of establishing PMO from individual point of view are the wide perspective they achieve by being involved in all kinds of projects, areas and organizations. The PMO opens up a great variety in projects, departments, organizations, people etc. This enables the person involved to learn a lot in a short period of time. However, a PMO manager has no power to make decisions in projects. The only decision power is in how projects are run, that is, what project model to use, processes etc.
One of the main challenges that Sony Mobile mentioned is to keep the functional competence among the Project Managers. The PMO at times becomes too general and the Project Managers can be seen as too administrative and less skilled in the area in question. This is overcome by rotating people within the organization as well as allowing employees to work closely together and by that they gain understanding of different positions and become more understanding towards each other.
4.4.3.3 PMO lifetime
The PMO in Sony Mobile has been running for 5 years. This lifetime is rather standard according to the theory, but a regular lifetime is 2 years. The reasons for PMO being alive for this time are because necessary conditions are in place. These conditions are; a certain amount of projects is in place, working project models are maintained, skilled Project Managers are employed and the entire organization among the management sees and acknowledges the benefits of the PMO. Without some of these factors the existence of the PMO might be jeopardized.
The PMO in Sony Mobile is considered valuable for the participant involved in this research. It is important that projects are performed in a controlled way and the PMO makes sure of that.