About the Book
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.
Table of Contents:
Section I: PMO GovernanceChapters 1-3 include roles in organizational governance, portfolio management, and organizational change management. Chapter 1: The PMO Role in Project Portfolio Governance IntroductionProject GovernanceAlignment with Organization StrategyProject Management Methodology and ProcessesProject Management ToolsResource ManagementRisk ManagementProject ReviewManagement ReportingAuthor BiographyReferencesChapter 2: Program Types: Categorization and Its BenefitsIntroductionWhy Categorize? Enterprise Program Management OfficeAuthor BiographyReferencesChapter 3: The PMO as an Enabler for Large-Scale, Global Program SuccessCase StudyPMO TasksChallenges EncounteredThe Role of the PMOPMO Success FactorsAuthor BiographySection II: PMO Strategy & TacticsChapters 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 CommunicationIntroductionWhat Is a PMO, Really? Understanding StakeholdersHow to Gauge AttitudeAnalysis of Stakeholder 3 ExampleCommunication PlanningEffective CommunicationImplementing Communication PlansReview of the Stakeholder Engagement ProfileMonitoring TrendsConsiderations for Stakeholder Relationship ManagementConclusionAuthor BiographyReferencesChapter 5: The PMO: Strategy Execution OfficeIntroductionProcesses that Support Strategic ExecutionThe Evolution of an Effective Organizational Structure for Ending the Failures of Strategic ProjectsFunctions and Roles of the Strategic Project OfficeBest Practices in Organizational StructureAuthor BiographyReferencesChapter 6: Partnership, Persuasion, and PoliticsIntroductionHow Partnership is Traditionally EstablishedThe Role of PartnershipFoundationMortar and BricksMaking Friends, Influencing People, and Avoiding Political LandminesPersuasion TacticsHow Long Will This Take? ConclusionAuthor BiographyChapter 7: The PMO Revolution-The Strategic COEIntroductionPMO ChallengesWhy PMOs? Overall Project Success Rates Have Dropped Recently ... But Improved Long TermEvolution or Revolution? Types of PMOsCOEs DifferentiatorsNext 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 PathIntroduction 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 & TacticsChapters 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 ExecutionKillers of PMO Value and Avoiding Them Conclusion Author Biography Section IV: PMO Strategy & TacticsChapters 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(R) 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 DefinitionStakeholder Analysis Problem Analysis Analysis of Objectives Case StudyConclusion Author Biography References Section V: PMO Strategy & TacticsChapters 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 SupportPhase 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 ManagementFlight Preparation: Reasons for Implementing Project Portfolio ManagementTakeoff: Initiating a PPM-implementation ProjectFlight Level: Defined Project Portfolio ProcessesFlight Check: Selection of Project Portfolio Management CriteriaVolplane: Current Situation of Project Portfolio ManagementLanding: SummaryAuthor 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 CubeConclusion Author Biographies References Epilogue: The Role of the PMO as a Portfolio Management Office Index
About the Author :
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.
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.
Review :
"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
