Program Management Office Establishing, Managing and Growing the Value of a Pmo

ISBN-10: 1932159592
ISBN-13: 9781932159592
Edition: 2006
Authors: Craig J. Letavec
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Book details

Copyright year: 2006
Publisher: J. Ross Publishing, Incorporated
Binding: Hardcover
Pages: 312
Size: 6.25" wide x 9.25" long x 1.00" tall
Weight: 1.452
Language: English

Craig Letavec is a certified Project Management Professional, and currently serves as a member of the Board of Directors of the PMI Program Management Office.

About the Author
Web Added Value
Introduction to the PMO
The Project and Program Context
Defining the PMO
Basic Structural Models of the PMO
Benefits of the PMO Concept
Obstacles Facing Organizations Establishing PMOs
The PMO Start-Up Roadmap
The PMO Team-The First Critical Step
Supporting the PMO Team
A Note about Using This Text
Defining and Selling the PMO
Assessing the Project Environment
Organizational Assessment
Process Resource Demographics
Project Organization Charts
Project Management Development Processes
Process Assessment
Process Definitions for Project Selection and Approval
Process Definitions for Project Management
Process Definitions for Project Closeout and Archiving
Delivery Assessment
Assessment Summary
Defining the Organization's Project Management Needs
Translating Needs into Organizational Value-The PMO Value Statement
Creating a Mission for PMO Transformation
Selling the PMO Concept
The Base Business Case
Overview of Current Project Organization
Key Challenges in Current Project Organization
PMO Opportunities
Key Actions and Accountabilities-The PMO Transformation Mission
Selling the Base Business Case-The Management Presentation
Overcoming Initial Resistance
Essential PMO Models and Functions
Essential PMO Models
The Strong PMO Model
The Consulting PMO Model
The Blended PMO Model
General Considerations for All Models
Core Operational Areas of the PMO
The PMO as a Consulting Organization
The PMO as a Knowledge Organization
Knowledge Management
Training and Professional Development
The PMO as a Standards Organization
The Portfolio Management Role
Establishing and Maintaining Standards
Standards Development and Implementation
Standards Setting and the Detailed Business Case
Finding the Right Mix
Determining PMO Scope
Scope Dimensions
The Scope Statement
The Detailed Business Case
Building the Detailed Business Case
Inputs to the Detailed Business Case
Structure of the Detailed Business Case
Summary of Current Challenges and Opportunities
PMO Roles, Responsibilities, and Organization
Initial PMO Goals and Measures
Anticipated Costs and Expected Returns
PMO Start-Up Roadmap
Authorization to Proceed
Presenting the Detailed Business Case to Management
Implementation Planning
The PMO Implementation Plan
Assembling the PMO Implementation Team
Staffing the PMO
Developing a Detailed Implementation Plan
Developing a Management Communication Plan
Introducing and Training the PMO Implementation Team
Additional Training Requirements for the PMO Staff
A Note about Certification
Developing a PMO Marketing and Communication Plan
Identifying Audiences
Identifying Marketing Deliverables
Developing the Plan
Execute, Measure, and Improve
Transforming Goals into Strategies
Executing the Plan
Start-Up and Operations
PMO Implementation Success Factors
Lead by Example
Know Your Mission and Your Market
Dress to Impress
PMO Start-Up
Recognizing the Implementation Team
PMO Marketing and Communication Plan Review
Introduction of the PMO to the Organization
Implementation Phase Closeout
Start-Up Summary
The PMO in Operation
Delivering the Initial Goals
Dimensions of Value
Measuring Value
Reporting to Management
Seeking Feedback from the Organization
Planning for "What's Next"
The PMO Roadmap
The PMO as a Standards Organization
The Standards Context
Project Management Standards
The Project Management Standards Development Process
Define and Document
Transitioning from Standards to Integrated Methodology
Managing Standards Compliance
Project Management Toolsets
Project Portfolio Management
Establishing the Portfolio Management Process
Project Selection
The Project Selection Process
The Project Proposal
The Proposal Review Process
The Project Selection Standard
Developing the Portfolio
Managing the Portfolio
Perform Regular Project Status Updates
Add and Remove Projects from the Portfolio
Report Portfolio Status
Validate and Improve the Portfolio
A Note about Project Reporting
The PMO as a Knowledge Organization
The Knowledge Problem
Knowledge Management Opportunities
The Project Management Knowledgebase
Knowledge, Knowledge Everywhere...
Developing a Knowledge Management Action Plan
Finding a Knowledge Leader
Determining Knowledgebase Scope
Collecting Knowledge Assets
Capturing External Knowledge
Cataloging and Distributing Knowledgebase Contents
Rollout and Critical Success Factors
Beyond the Knowledgebase
Education and Training
The Project Management Training Plan
Training Logistics
What Form of Delivery Will Be Required?
What Is the Scope of the Training?
What Training Assets Must Be Developed?
Who Will Develop the Training Materials?
Who Will Deliver the Training?
How Will Training Effectiveness Be Measured?
The Training Abstract
Developing a Training Roadmap
The Role of Training in Project Management Career Path Development
A Note about Alternate Training Sources
Linking Training and Education
The PMO as a Consulting Organization
Project and Process Consulting
The Ad Hoc Consultant
Formal PMO Consulting
Project Proposal Development
Project Kickoff and Team Building
Troubled Project Recovery
Project Tracking, Monitoring, and Reporting
Project Auditing
Lessons Learned and Project Closeout
Finding the Right Mix
The Consulting-Knowledge Link
Locating Mentors and Mentoring Participants
The Role of Junior Mentors
Managing the Mentoring Process
Project Staff Augmentation and Active Project Management
Project Staff Augmentation
Active Project Management

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