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Read the Reviews:
“Written and edited by recognized experts and practitioners with years of experience creating and managing successful PMOs, this book is THE authoritative source on how to leverage PMOs not only to improve strategic and tactical business results, but more importantly to boost the bottom line.” —Hugh Woodward, PMP, PMI Fellow, Past PMI Chair “I believe that this book is the most comprehensive source available for all things PMO, be it portfolio, program or project. I encourage everyone to read it and gain valuable knowledge and insights from the contributing authors.” —Iain Fraser, PMP, PMI Fellow, Fellow PMINZ, Past PMI Chair | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
About the Item:
The PMI® Program Management Office Specific Interest Group (PMOSIG), consistent with its vision to be the leading professional community providing innovation and thought leadership in the area of the PMO and related subjects, has created this book to achieve its mission to return direct value to the PMO community. This PMO handbook contains chapters submitted by more than 20 notable authors, subject matter experts, experienced practitioners, and thought leaders with a variety of backgrounds and experiences. These contributions provide insight into practices that successful PMOs have employed to return direct value to the organizations that they serve. As an edited work, this book provides realistic strategies, methods, insights, and case examples to serve the needs of organizations, PMO practitioners, and the project management community as a whole worldwide. It features practical guidance on a variety of PMO-related topics in the areas of:
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Key Features:
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About the Editor(s):
Craig Letavec, MSP, IPMA-B, PMP, PgMP, has led large program efforts in a diverse range of global companies in a variety of industries including consumer products, new venture start-ups, information technology services, and information technology consulting. He has served as an active speaker and author on a range of topics, including program management, implementing effective change management, and establishing, managing, and building the value of the program management office (PMO) in organizations. He is the author of The Program Management Office, a noted text in the project management community specifically focused on PMO implementation and development as well as a co-author of Program Management Professional and is a contributor to 99 Things Every Project Manager Should Know. Craig holds a Bachelor of Science degree from the University of Dayton (Go Flyers!) and a Master of Science in Project Management from George Washington University. As an active teacher who enjoys educating future project and program managers and business professionals alike, he has served as an adjunct lecturer in project management in the Master of Business Administration program at Wright State University in Dayton, Ohio and as an adjunct instructor at the University of Dayton. Craig also serves as Vice-Chair of the global PMI PMOSIG and as general conference chair for the PMO Symposium, the largest focused international conference for PMO practitioners. Dennis Bolles, PMP, has more than 40 years experience providing business and project management professional and PMO services. He has been a member of PMI since 1985 received his PMP® certification in 1986 (#81) and is a founder of the PMI Western Michigan Chapter, serving on its Board of Directors in several positions since its 1993 inception. He has been serving on the PMI PMOSIG Board of Directors as Vice Chair of Public Relations since June 2009. Dennis is president of DLB Associates, whose primary focus is working with organizations to establish PMOs, formulate project business management processes, develop and enhance enterprise project management centers of excellence, create project management methodologies, and plan organizational project management training programs. He is the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the PMBOK® Guide, Third Edition in 2004. He is a published author of many project management articles, a Congress/Symposium/Chapter PDD speaker, the author of Building Project Management Centers of Excellence, and co-author of The Power of Enterprise-Wide Project Management. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Table of Contents:
Section I: PMO Governance Chapters 1-3 include roles in organizational governance, portfolio management, and organizational change management. Chapter 1: The PMO Role in Project Portfolio Governance Introduction Project Governance Alignment with Organization Strategy Project Management Methodology and Processes Project Management Tools Resource Management Risk Management Project Review Management Reporting Author Biography References Chapter 2: Program Types: Categorization and Its Benefits Introduction Why Categorize? Enterprise Program Management Office Author Biography References Chapter 3: The PMO as an Enabler for Large-Scale, Global Program Success Case Study PMO Tasks Challenges Encountered The Role of the PMO PMO Success Factors Author Biography Section II: PMO Strategy & Tactics Chapters 4-8 include examples of how PMOs have participated in the strategic and tactical management of programs and projects to achieve business benefits. Chapter 4: Stakeholder Relationship Management: Enhancing PMO Services Through Effective Engagement and Communication Introduction What Is a PMO, Really? Understanding Stakeholders How to Gauge Attitude Analysis of Stakeholder 3 Example Communication Planning Effective Communication Implementing Communication Plans Review of the Stakeholder Engagement Profile Monitoring Trends Considerations for Stakeholder Relationship Management Conclusion Author Biography References Chapter 5: The PMO: Strategy Execution Office Introduction Processes that Support Strategic Execution The Evolution of an Effective Organizational Structure for Ending the Failures of Strategic Projects Functions and Roles of the Strategic Project Office Best Practices in Organizational Structure Author Biography References Chapter 6: Partnership, Persuasion, and Politics Introduction How Partnership is Traditionally Established The Role of Partnership Foundation Mortar and Bricks Making Friends, Influencing People, and Avoiding Political Landmines Persuasion Tactics How Long Will This Take? Conclusion Author Biography Chapter 7: The PMO Revolution—The Strategic COE Introduction PMO Challenges Why PMOs? Overall Project Success Rates Have Dropped Recently . . . But Improved Long Term Evolution or Revolution? Types of PMOs COEs Differentiators Next Steps: A Four-phase Approach to COE Implementation Author Biography References Chapter 8: Restoring Sanity: A Practical Guide to Getting Your PMO on the Right Path Introduction Answer These First Start Small and Be Patient Scenario One—The New PMO Scenario Two—The Struggling PMO Market Your Successes Own Your Failures Keep the Ball Rolling Author Biography Section III: PMO Strategy & Tactics Chapters 9 and 10 include development and management of governance policies and procedures, standards, methodologies and processes, education and training programs, and tools and templates. Also covered are PMO technical systems, and program manager, project manager and portfolio manager assignments. Chapter 9: PMO Building Blocks—A Practical Approach for Implementing PMO Services Introduction PMO Building Blocks—The Concept Overview of Typical PMO Services Overview of PMO Organizational Structures Why Size, Color, and Sequence Do Not Matter Benefits of Using PMO Building Blocks Project Management Building Blocks Program Management Building Blocks Portfolio Management Building Blocks OPM—A Practical Framework for Success Branding the PMO PMO Leadership—The Glue That Holds It All Together Author Biographies References Chapter 10: Creating and Proving PMO Value Introduction Approaches to PMO Justification Cultural Alignment Importance of Execution Killers of PMO Value and Avoiding Them Conclusion Author Biography Section IV: PMO Strategy & Tactics Chapters 11-14 include best practices and case studies for successfully aligning new PMOs to business objectives, delivering benefits/ROI, and managing and expanding the PMO’s scope of services. Chapter 11: Ambassadors, Skits, and Little Blue Books Introduction Why Worry About Compliance Now? Background and Context Current State: Getting a Realistic Assessment Principles Used Ambassadors Project Leadership Council The Little Blue Book of Project Management Internal Certification Program Education Award PMO Branding Case Studies and Examples Training Delivery Communication Model the Behavior You Want Skits Assist in Gaining PMI® Certification Rewards Celebration Addressing Non-PMO Issues—Capitalization What if the Kinder, Gentler PMO Approach Does Not Work? Conclusion Author Biography References Chapter 12: Enhancing PMO Success from the Start Introduction PMO Charter Personalities and Attitudes Advise Aid Advocate Authorize PMO Models and Alignment Functions and Role Combinations Transaction-driven Recruitment Summary Author Biography References Chapter 13: How to Implement Project Management Methodologies in a Small Company Introduction The Challenges Strategies for Success Author Biography Chapter 14: Building a Ship at Sea: How to Set Up PMOs in the Dynamic Business Environments of Emerging Markets Introduction Project Definition The PMO Sponsor People in the PMO Organizational Culture and Existing Processes The PMO Definition Stakeholder Analysis Problem Analysis Analysis of Objectives Case Study Conclusion Author Biography References Section V: PMO Strategy & Tactics Chapters 15-18 include key performance indicators and processes used to manage the identification, recording, and analysis of PMO data. Also covered are PMO maturity and driving excellence that enhances the PMO’s long-term sustainability as a business function. Chapter 15: Affording a PMO: An Approach to Establishing a PMO with Limited Resources Introduction Establish the PMO Approach Chartering the PMO Completing the PMO Charter Leading from Below The Stealth PMO Finding the Resources to Establish and Grow the PMO Tools, Techniques, and Process Assets Techniques and Process Assets Evolving the PMO Conclusion Author Biography Chapter 16: Driving Your PMO in an Operations-driven Organization The Organizational Focus Challenge Types of Organizations Degrees of Executive Support Phase 1—Establishing the New Project Management Office Phase 2—Expanding the Influence of the PMO Phase 3—Leading the PMO into the Future Author Biography Chapter 17: A Methodology Improvement Process to Advance a Corporate-Level PMO Introduction A Case Study Schedule Status Tracking Issues Reporting A Special Approach for Pending Scope Changes Reporting the Status of the Project Automatically into the PMIS Design Phase Summary Risk Coverage, Estimated Cost Impact, and Exposition Level of Attention: Preparing the Watch List for the Portfolio Risk Status Report Implementation Phase Summary: The New System at Work Author Biography Chapter 18: From Start to Flight Level: Implementing Project Portfolio Management at a Midsized Airline Introduction Description of the Project Landscape Start Level: From Starting to Establishing Project Management Flight Preparation: Reasons for Implementing Project Portfolio Management Takeoff: Initiating a PPM-implementation Project Flight Level: Defined Project Portfolio Processes Flight Check: Selection of Project Portfolio Management Criteria Volplane: Current Situation of Project Portfolio Management Landing: Summary Author Biography Chapter 19: The PMO Maturity Cube: A Project Management Office Maturity Model Introduction The Operating Philosophy of a PMO Types and Functions of PMOs The Maturity of the PMO The PMO Maturity Cube Conclusion Author Biographies References Epilogue: The Role of the PMO as a Portfolio Management Office Index | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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