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