Gerald I. Kendall, PMP, has over 30 years of related experience and is President of MarketKey, Inc., a consulting firm that specializes in the fields of project management and constraints management (TOC). He is a noted author, management consultant, public speaker, and training expert and an active member of PMI.

Steven C. Rollins, MBA, PMP, a well-known leading expert in Enterprise Program/Project Management Office, is co-founder of the PMOUSA Network. Steve recently led the deployment of www.pmousa.com, which was launched as a free information source to PMOs in the United States. Plans are in the works to expand this important service worldwide. Mr. Rollins is the Executive Chair for the Mid America PMO Regional Group that operates as a chapter of the PMI PMO Specific Industry Group. As the former Knowledge Vice-Chair for the PMI Metrics SIG, Steve was responsible for leading the framework development and rollout of the first ever comprehensive project management metrics Knowledge Center in 2002. This leading expert is also a featured speaker to many organizations.

Foreword by Harold Kerzner, Ph.D.
Part I - Setting the Stage for a Successful PMO Implementation
Chapter 1 - Introduction
Chapter 2 - Why PMO Implementations Fail
Chapter 3 - What Should a High Value PMO Do?
Chapter 4 - Moving Project Management from the Cost Model to the Throughput Model
Part II - Strategic Planning: Choosing the Right Project Mix
Chapter 5 - The Number One Reason for Project Manager Stress
Chapter 6 - Applying Deming, Goldratt, and Six Sigma to Systems Thinking
Chapter 7 - The 8 Major Subsystems that Strategic Planning and Project Management Must Address
Chapter 8 - The 4x4 Approach to Strategic Planning
Chapter 9 - The Right Marketing Projects
Chapter 10 - Securing the Future: The 10-year Advantage Via Theory of Constraints
Part III - The PMO in Detail
Chapter 11 - The Governance Board and Prioritization Management
Chapter 12 - Linking Project Progress to Strategic Objectives
Chapter 13 - Delivery Management and Acceleration
Chapter 14 - Project Portfolio Management
Chapter 15 - Resource Portfolio Management
Chapter 16 - Asset Portfolio Management
Chapter 17 - Managing the Multi-Project Environment - The Critical Chain Approach
Chapter 18 - Reducing Negative Human Behavior
Chapter 19 - PMO Organizational Models
Chapter 20 - PMO Roles and Responsibilities
Chapter 21 - Inputs and Outputs to a PMO
Chapter 22 - PMO Measurement System
Chapter 23 - EPM Tools and Their Value on Project Delivery
Chapter 24 - PMO, PMI and the PMBOK
Part IV - Implementing a PMO
Chapter 25 - The Executive Proposal in Detail
Chapter 26 - Obtaining Executive Buy-In
Chapter 27 - The PMO Value Proposition Maturity Model
Chapter 28 - The Road Map to Implementing a PMO Executive Will Embrace
Chapter 29 - Sustaining the PMO Value
Chapter 30 - Conclusions
Appendix A - The PMO Maturity Model
Index