Advanced Project Portfolio Management and the PMO

Gerald Kendall and Steve C. Rollins


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Info

Level of TOC knowledge acquired:

Intermediate

Length:

434 pages

Designed for:

Project Managers

Topics:

Project Management and Strategy and Tactics

Application:

Critical Chain

Language:

English

Format:

Hardcover

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Enterprise-wide project portfolio management and strategic planning - your best weapon for success. Key Feature includes the new Theory of Constraints 4x4 method of strategic planning and the Critical Chain Multi-Project Management approach.

Advanced Project Portfolio Management and the PMO is the most comprehensive book currently published on the topic of Project/Program Management Office (PMO) and sets a new standard for PMO development.

The authors, Gerald Kendall and Steve Rollins, show you how to turn your PMO into a value machine. Describing the missing link between executive strategy and project management, the book provides a detailed implementation plan for both strategic planning and a PMO that gives you measurable results in weeks, without false starts and missteps. It outlines a road map to unprecedented project management improvement. The authors delineate four processes that get a PMO off the ground much faster, driving bottom-line value almost immediately.

Content:

  • Setting the stage for successful PMO implementation
  • Strategic planning - choosing the right project mix
  • The PMO in detail
  • Implementing the PMO

Key Features

  • 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