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Key Features
Contents
SETTING THE STAGE FOR A SUCCESSFUL PMO IMPLEMENTATION
Introduction – Building a PMO That Executives Embrace
Why PMO Implementations Fail
What Is a PMO and What Does a PMO Really Do?
Moving Project Management from the Cost Model to the Throughput Model
STRATEGIC PLANNING: CHOOSING THE RIGHT PROJECT MIX
Strategic Planning — The #1 Reason for Project Manager Stress
Applying Deming, Goldratt, and Six Sigma to Systems Thinking
The Eight Major Subsystems That Strategic Planning Must Address
The 4x4 Approach to Strategic Planning
The Right Marketing Projects
Securing the Future: The 10 Year Advantage via Theory of Constraints
THE PMO IN DETAIL
The Governance Board and Prioritization Management
Linking Project Progress to Strategic Objectives
Delivery Management and Acceleration
Project Portfolio Management
Resource Portfolio Management
Asset Portfolio Management
Managing the Multi-Project Environment: The Critical Chain Approach
Reducing Negative Human Behavior
PMO Organization Models
PMO Roles and Responsibilities
Inputs and Outputs to a PMO
PMO Measurement System
EPM Tools and Their Value on Project Delivery
PMO, PMI, and the PMBOK
IMPLEMENTING A PMO
The Executive Proposal in Detail
Obtaining Executive Buy-In
The PMO Value Proposition Maturity Model: Where Is Your PMO?
The Road Map to Implementing a PMO That Executives Will Embrace
Sustaining the PMO Value: Moving from the Supply Side to the Market Side
Conclusions
- Covers the strategy, tactics, and processes needed for successful project portfolio management
- Discusses how the PMO can effectively influence project teams and their team members to consistently seek out delivery acceleration opportunities and/or delivery threats relative to their work and the overall mission of the project team
- Provides a detailed plan for both strategic planning and a PMO
- Reviews the most popular EPM tools and provides a way to evaluate PMO implementation using a PMO Maturity Model
- Illustrates how Six Sigma and the PMO can support each other and be used to drive bottom-line value
- Includes real PMO case studies detailing techniques that have helped businesses grow and kept them at the top in their industry
- Presents the new Theory of Constraints 4x4 method of strategic planning and the Critical Chain Multi-Project Management approach
- Offers downloadable templates, models, assessment tools, and plans, including a detailed plan using Microsoft Project for implementing a PMO that covers the first two years of operation and details over 450 tasks — available from the Web Added Value™ Download Resource Center at www.jrosspub.com.
Contents
SETTING THE STAGE FOR A SUCCESSFUL PMO IMPLEMENTATION
Introduction – Building a PMO That Executives Embrace
Why PMO Implementations Fail
What Is a PMO and What Does a PMO Really Do?
Moving Project Management from the Cost Model to the Throughput Model
STRATEGIC PLANNING: CHOOSING THE RIGHT PROJECT MIX
Strategic Planning — The #1 Reason for Project Manager Stress
Applying Deming, Goldratt, and Six Sigma to Systems Thinking
The Eight Major Subsystems That Strategic Planning Must Address
The 4x4 Approach to Strategic Planning
The Right Marketing Projects
Securing the Future: The 10 Year Advantage via Theory of Constraints
THE PMO IN DETAIL
The Governance Board and Prioritization Management
Linking Project Progress to Strategic Objectives
Delivery Management and Acceleration
Project Portfolio Management
Resource Portfolio Management
Asset Portfolio Management
Managing the Multi-Project Environment: The Critical Chain Approach
Reducing Negative Human Behavior
PMO Organization Models
PMO Roles and Responsibilities
Inputs and Outputs to a PMO
PMO Measurement System
EPM Tools and Their Value on Project Delivery
PMO, PMI, and the PMBOK
IMPLEMENTING A PMO
The Executive Proposal in Detail
Obtaining Executive Buy-In
The PMO Value Proposition Maturity Model: Where Is Your PMO?
The Road Map to Implementing a PMO That Executives Will Embrace
Sustaining the PMO Value: Moving from the Supply Side to the Market Side
Conclusions
Viadeo
