The Power of Enterprise-wide Project Management

Executives in the most forward-thinking businesses are taking project management beyond specific projects in manufacturing, product development, and IT, and adopting its powerful methods company-wide. This book describes in detail the four key functions, also known as the Four Pillars of the EPMO House of Excellence, that are crucial to building an effective Enterprise Project Management Office (EPMO).

Table of Contents:
"Foreword by Richard (Ric) Byham xv Preface: Project Management Is a Business Function xvii Acknowledgments xxv Section I Overview 1 Chapter 1 Executive Office Level View 3 1.1 Project Business Management 3 1.2 Your Business Project, Program, and Portfolio Management 6 1.3 The EPMO as a Competitive Weapon and Its Benefits 9 1.4 Project Management as a Business Function 12 1.5 Impacts of Project Business Management Maturity 14 1.6 Factors of Project Business Management and EPMO Success 16 Chapter 2 The EPMO as a Business Organization 18 2.1 The Business Case for the EPMO 18 2.2 Typical Project Management Office Structure 20 2.3 Structuring the EPMO 21 Chapter 3 Enterprise-Wide Project Management as a Business Concept 25 3.1 EWPM End-State Vision and Concept 25 3.2 Project Business Management-Integrating Project, Business, and Operations Management 27 3.3 Project Business Management: Six Key Factors 28 3.4 Institutionalizing Project Management Takes Commitment 31 Chapter 4 Integrating Projects with Business Strategies and Objectives 34 4.1 Methodology 34 4.2 Strategic Planning 37 4.3 Tactical Planning 40 4.4 PBM-Based Planning 41 4.5 Key Points for Project Business Management Planning Success 41 Section II Governance 43 Chapter 5 The EPMO as a Management Method 45 5.1 The EPMO as a Business Strategy 45 5.2 The EPMO as a Business Objective 46 5.3 The EPMO in PBM Planning Operations 47 Chapter 6 Setting Policy and Establishing the Charter 49 6.1 Managing Business and Cultural Change 49 6.2 Issuing the Project Business Management Policy Statement 51 6.3 Issuing the EPMO Charter 53 Chapter 7 Managing Portfolios, Programs, and Projects 55 7.1 Role of the EPMO in Managing Portfolios, Programs, and Projects 55 7.2 The EPMO in Large or Global Enterprises 59 7.3 Division Project Management Office (DPMO) Structure 59 7.4 Distributed Business Unit and Project PMOs 65 Section III Standardization 77 Chapter 8 What is Standardization? 79 Chapter 9 Identifying and Integrating Processes and Practices 82 9.1 Iterative Management Processes 82 9.2 Identifying and Selecting Applicable Process 83 9.3 Integrating the Enterprise's Selected Processes 86 Chapter 10 Enterprise-Wide Project Business Management Methodology 87 10.1 Project Business Management Methodology: Models 1 through 5 88 10.2 Business Strategy Development Processes: Model 1 91 10.3 Business Objective Development Processes: Model 2 94 10.4 Portfolio Management Processes: Model 3 97 10.5 Program Management Processes: Model 4 101 10.6 Project Management Processes: Model 5 108 10.7 Process Summary Examples 116 Chapter 11 Creating Policies, Plans, and Procedures 117 11.1 Determining the Need 117 11.2 Positive Management Actions and Procedural System Traits 119 11.3 Structured Development Approach 121 11.4 Procedural System Development Process 126 Section IV Capability 137 Chapter 12 Capabilities and Competency 139 12.1 Enterprise Capabilities 139 12.2 What Is Competence in Management? 140 12.3 Project Management Competency Model 142 12.4 Portfolio Program, and Project management Career Paths 144 Chapter 13 Education and Training 152 13.1 Training Program Plan Overview 152 13.2 Training Goals 153 13.3 Training Organization Structure and Responsibilities 156 13.4 Training Course Development/Scheduling/ Registration 157 13.5 Training Program Course Directory 158 Chapter 14 Effective and Efficient Work Breakdown Structures 162 14.1 What Is Work Structuring? 162 14.2 Why Is an EWBS Prepared and What Are the Benefits? 166 14.3 What Makes a Successful Enterprise-Wide Work Breakdown Structure? 168 14.4 How to Design and Build an EWBS 169 14.5 How to Prepare an EWBS 171 Chapter 15 Project Business Management System 174 15.1 What Is a PBMS? 174 15.2 What Are the Purposes and Benefits of the PBMIS? 177 15.3 User Interface 180 15.4 Data Processors 183 15.5 Data Warehouse 184 15.6 Actual Costs and Accounting Systems Interfaces 186 Chapter 16 Earned Value and Real Project Cost Accounting 188 16.1 Earned Value Measurements 189 16.2 Project Cost Accounting Methodology 190 Chapter 17 Communications and Risk Management 198 17.1 Communications Management 198 17.2 Risk Management 201 Section V Execution 205 Chapter 18 PBMM Integrated Planning and Execution 207 18.1 Five Elements of Project Business Management Planning 208 18.2 Gate Review Process 209 18.3 Cost Benefit of Project Business Management Planning 210 18.4 PBM Methodology Stakeholders 213 Chapter 19 PBMM Strategic Business Development 216 19.1 Identifying and Compiling Business Strategies 217 19.2 Documenting the Strategic Business Plan and Business Cases 218 19.3 Executing the Business Strategies 222 Chapter 20 PBMM Business Objective Development 224 20.1 Developing Business Objectives 225 20.2 Documenting Business Objectives 233 20.3 Prioritizing Business Objectives for Execution 233 20.4 Executing the Business Objectives 243 Chapter 21 PBMM Component Selection and Initiation 244 21.1 PBM Component Organization and Selection 244 21.2 PBM Component Initiation 251 Chapter 22 Portfolio, Program, and Project Authorization 254 Chapter 23 Portfolio PBMM Planning and Execution 259 23.1 Portfolio Initiation Processes 259 23.2 Portfolio Planning Processes 259 23.3 Portfolio Executing Processes 261 23.4 Portfolio Monitoring and Controlling Process 263 23.5 Portfolio Closing Processes 264 Chapter 24 Program PBMM Planning and Execution 266 24.1 Program Initiation Processes 266 24.2 Program Planning Processes 266 24.3 Program Executing Processes 267 24.4 Program Monitoring and Controlling Processes 269 24.5 Program Closing Processes 272 Chapter 25 Project PBMM Planning and Execution 273 25.1 Project Initiating Processes 273 25.2 Project Planning Processes 274 25.3 Project Executing Processes 275 25.4 Project Monitoring and Controlling 275 25.5 Project Closing Processes 279 Section VI Maturity 281 Chapter 26 Process and Practice Maturity 283 26.1 Maturity Concept 283 26.2 Project Management Maturity Cost Perspective 285 26.3 Stages of Project Business Management Maturity 286 26.4 Project Business Management Maturity Model 287 26.5 Components of Maturity 289 26.6 Evaluating Maturity 295 26.7 Improving Maturity 296 Chapter 27 PMO Case Study Results 297 27.1 Study Results 299 27.2 Results Analysis 300 27.3 Study Conclusions 301 Epilogue 303 Appendix A List of Forms, Tools, and Templates URLs 305 Appendix B Project Business Management Maturity Evaluation Model Purpose and URLs 307 Appendix C PMO Case Study Survey Purpose and URLs 309 Index 311"

About the Author :
Dennis Bolles (Holland, MI) has more than 30 years of project management experience in several industries. He is the author of Building Project Management Centers of Excellence (081440717X, HC w/CD $49.95, AMACOM, June '02). Darrel Hubbard (San Diego, CA) has over 40 years of broad experience in executive, managerial, consulting, and technical positions. Together, they oversaw the development of the PMBOK(R) Guide, Third Edition, issued in 2004.