Introduction

AstraZeneca transitioned its culture and operations towards agility and innovation. The project involves the creation of a PMO i.e. project management organization, in order to build the capabilities of project management in its employees and throughout the organization. Thus, a centralized PMO was created. Additionally, the company expanded the project and included culture, tools of enterprise project management, leadership skills, risk management of portfolio and project, a framework for decision making, and an automatic system for portfolio views. (Mazzetti, 2018)

The size of the project is huge, it can be analyzed from the context above that it is not a small project but rather a very big one as it involves bringing changes in the culture of the company. The development of a centralized project management organization and then the expansion of the scope, which further includes bringing improvement and changes in almost all the key operations of the company, took up to three years’ time to get completed.

Under the current situation, the company took this project in order to boost the overall productivity and to increase its profitability and profit margins. One area where the company saw that huge improvements can be made, which would eventually make a positive impact on the financials of the company was its delivery performance. Thus, this project has beeninitiated in order to make an improvement and bring a change in the delivery performance of the company. (Framework, 2018)

Project Management Harvard Case Solution & Analysis

Furthermore, initially, the processes and operations of the company has been different. If we look back to when the company initiated this project i.e. 2013, it can be analyzed that the IT systems and general operations of the company, its culture, was different to what it is after the completion and transition of the culture of the company.

The IT systems used by the company for the management of the information consumed a lot of its resources. They have been slow and controlled strictly by the upper management. Before the agility, archiving of the information, structures and processes were based on the traditional methods and principals. In addition to this, there was no transparency within the company related to the data and information. And, it got even worse when third parties were involved.

The IT department of the company has gone under several changes in its lifetime. In the 1990’s, almost all of the IT operations of the company were in-house, but in the 2000’s, all of the operations were outsourced in order to reduce the overall cost. The company has brought such changes time after time, in order to align it with its strategic goals and other operations of the company.

However, after the implementation of such changes in the organization, the organization have attained the costeffective operational benchmark, and has been able toinnovate in themarket.Since agility strategy allowed the company to reach the markets efficiently, it has reduced the backlog time, over inventory size and the holdingcost of the organization, leading to more efficientmovement of cash cycle................

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