• browse titles
Checkout
Now Accepting Acceptance Mark
0 items: $0.00
Call us: 954-727-9333

The PMOSIG Program Management Office Handbook

The PMOSIG Program Management Office Handbook

Strategic and Tactical Insights for Improving Results
Edited by Craig Letavec and Dennis Bolles (PMI Program Management Office Specific Interest Group’s Vice-Chairs)
Hardcover, 6 x 9, 464 pages
ISBN: 978-1-60427-044-0
November 2010

Availability: In stock

Retail Price: $69.95
Direct Price: $64.95

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:

    • PMO governance—Covers roles in organizational governance, portfolio management, and organizational change management

 

    • PMO strategic and tactical aspects—Includes examples of how PMOs have participated in the strategic and tactical management as well as in the management of programs and projects to achieve business benefits

 

    • PMO services—Covers the development and management of governance policies and procedures, standards, methodologies and processes, education and training programs, tools and templates, PMO technical systems, and program manager, project manager and portfolio assignments

 

    • PMO setup and execution—Includes best practices and case studies for successfully aligning new PMOs with business objectives, delivering benefits and ROI, and managing and expanding the PMO’s scope of services

 

  • PMO performance and maturity—Describes the processes used to drive excellence that enhances the PMO’s long-term sustainability as a business function
Key Features
  • Provides practical strategies, methods, insights, case studies, and thought leadership to serve the needs of public and private sector organizations of any size
  • Presents best practices for successfully aligning PMOs to business strategies and objectives and for delivering planned benefits
  • Supplies project, program, and portfolio practitioners with numerous proven tools, techniques, and processes for successfully developing, managing, and sustaining a PMO and expanding its scope of services
  • WAV offers a collection of easy-to-adapt templates for PMO leaders, including resources to support, establish, and enhance the PMO — available from the Web Added ValueTMDownload Resource Center at www.jrosspub.com/wav
  • About the Author(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

    Back to top