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| List of Figures | |
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| List of Tables | |
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| Foreword | |
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| Preface | |
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| Acknowledgments | |
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| Introduction: The PMO Concept, Then and Now | |
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| The Authors | |
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| The Strategic PMO: Aligning Projects and Strategy | |
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| Overview | |
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| The Link between Strategy and Projects | |
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| Strategy and Projects Research Study | |
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| Why Align Projects with Strategy? | |
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| How Alignment Resolves Project Management Problems | |
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| Strategy & Projects: Research Findings | |
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| The Strategy & Projects Framework | |
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| Best-Practice Examples | |
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| Notes | |
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| PMO Business Case, Organization Structure, and Functions | |
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| The Evolving Enterprise | |
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| Many "Ps" Make a Strong Business Case | |
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| Organizational Structure for Projects | |
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| Types of PMOs | |
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| Functions of the Project Management Office | |
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| Project Support | |
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| Software Tools | |
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| Processes, Standards, and Methodologies | |
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| Training | |
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| Consulting and Mentoring | |
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| Project Managers | |
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| Integration of the Project Management Office | |
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| Evolving PMO Functions | |
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| Notes | |
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| The Starting Gate: Assessing Your Current Condition | |
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| Maturity and the PMO | |
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| A Maturing Profession | |
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| Defining Maturity and Capability | |
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| Preassessment Evaluation | |
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| Baseline Maturity Assessment | |
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| PM HealthCheck: Understanding an Organization's Project Management Maturity | |
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| Identification of Issues and Risks | |
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| Gap Analysis | |
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| Conclusion | |
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| An Iterative Process | |
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| Talking Points | |
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| Notes | |
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| PMO Planning, Preparation, and Strategy | |
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| The Project Charter: Agreeing on a Destination | |
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| Objectives and Milestones: The Map to Your Destination | |
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| Specific | |
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| Measurable | |
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| Agreed Upon | |
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| Realistic | |
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| Time-Constrained | |
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| Using Gap Analysis to Set Milestones | |
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| Delivering Value with Specific Short-and Long-Term Objectives | |
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| Implementation Strategy | |
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| Establish the Foundation | |
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| Startup with Short-Term Initiatives | |
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| Rollout with Long-Term Solutions | |
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| Support and Improvement | |
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| A Project Office or a Project Management Culture? | |
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| However ... Five Ways to Fail | |
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| Measuring Success: How to Know When You Have Arrived | |
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| Metrics | |
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| Communications Planning | |
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| Best Practice: Communications | |
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| Purpose | |
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| Origination and Timing | |
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| Project Communications Plan Guidelines | |
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| PMO Value-Adding Strategy: Rein in Runaway Projects | |
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| Early Warnings | |
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| In-Progress Problem Indicators | |
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| Pulling on the Reins | |
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| Notes | |
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| Establishing a Project Management Methodology and PMO Governance | |
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| Defining Our Terms | |
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| Five Steps to Establishing a Methodology | |
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| What Are the Elements of a Methodology? | |
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| Consistency/Repeatability | |
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| Scalability to Projects of Varying Size and Complexity | |
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| Overview of a Sample Methodology | |
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| The Processes | |
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| The Templates | |
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| Quality and PM Methodology | |
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| Quality of Deliverables: The Product | |
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| Quality of the Project Management Process | |
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| How Good Is Your Methodology? | |
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| Governance: Balancing Order with Creativity | |
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| Defining Governance | |
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| Process Governance | |
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| Methodology and Standards | |
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| People and Structure Governance | |
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| A Governance Framework | |
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| Best Practices in Governance | |
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| Notes | |
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| Project Portfolio Management and the Strategic PMO | |
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| The Evolution from Project to Portfolio | |
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| The Business Case | |
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| Overall Benefits | |
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| PPM in the Strategic PMO: Where Strategic Planning Meets Project Execution | |
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| The Strategic PMO: An Organizational Home for PPM | |
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| Governance and PPM | |
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| Assessing Organizational Readiness | |
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| The Fundamental Components of PPM | |
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| Six Key Processes | |
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| Four Areas of Integration | |
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| How Do Organizations Implement PPM Practices? | |
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| Start Small and Keep It Simple | |
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| Best Practices for PPM | |
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| Notes | |
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| The Strategic People Management Office: Human Capital and the PMO | |
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| The Resource Crunch | |
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| People Make the PMO | |
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| Staffing the Strategic PMO | |
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| Strategic PMO Director | |
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| Project and Program Managers | |
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| Project Support | |
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| Project Teams | |
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| Other Team Members | |
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| A Note on Mentoring | |
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| Project Mentoring | |
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| Competency Identification | |
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| Training and Mentoring | |
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| Performance Measurement and Rewards | |
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| Career Paths and Leadership Development | |
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| Best Practices for People Management in the Strategic PMO | |
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| Rolling Out the Strategic PMO: All Aboard | |
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| The Executive Role | |
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| Identifying the Executive Sponsor | |
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| Management Participation: The PMO Steering Committee | |
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| How to Select a PMO Steering Committee | |
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| Notes | |
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| The Technical Infrastructure: Using It to Facilitate Project Collaboration and Performance Measurement | |
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| Why Do You Need PMO Software? | |
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| Software Functionality and PMO Complexity | |
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| Project Management Approach | |
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| PMO Level | |
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| Portfolio Management Software Issues | |
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| Additional Software Concerns | |
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| What Are the Best Practices for Selection? | |
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| Rollout: Putting the Tools to Work | |
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| Notes | |
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| Changing Organizational Culture | |
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| Climate or Culture-Which Do I Change? | |
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| Organizational Needs: Flexibility and Creativity | |
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| Creating a Project Culture: From the Top | |
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| Specific Guidance on Changing Your Culture | |
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| Measuring for Results | |
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| Change Processes | |
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| The Scenario Approach | |
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| A Project Management Approach to Change | |
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| Readying the Troops for Battle | |
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| Overcoming Barriers to Change | |
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| People and Power | |
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| Organizational Politics, Roles, and Responsibilities | |
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| The Impact of Change on People | |
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| The 15-15-70 Rule | |
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| Using Language to Create Community | |
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| You Made It: Signs of a Project Culture | |
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| Notes | |
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| Knowledge Management and the PMO: Tracking Benefits and Learning From Experience | |
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| Knowledge Management: The Short Course | |
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| Knowledge Repositories | |
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| Key Success Factors in KM | |
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| Barriers to KM Success | |
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| Capturing Lessons Learned-and Beyond | |
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| Project Closeout: The Knowledge Goldmine | |
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| Postproject Review | |
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| Why Are We So Bad at This? | |
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| The PMO as a Community of Practice | |
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| Benchmarking | |
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| Tracking Performance: Knowledge Is Power | |
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| Where to Begin | |
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| A Model for Performance Measurement | |
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| Developing Performance Measures | |
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| Measurement Planning | |
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| Piloting the Measurement Program | |
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| Some Cautions about Doing Internal Research Projects | |
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| Conclusion | |
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| Notes | |
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| The State of the PMO 2007 to 2008 | |
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| Selected PMO of the Year Winners (2007 and 2008) | |
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| Project Management Assessment and Recommendation Report | |
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| Index | |