Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed

Front Cover
J. Ross Publishing, Apr 15, 2003 - Business & Economics - 448 pages
1 Review

"This is not only the most comprehensive book ever published on the subject, but it should certainly become the standard for PMO development for years to come. If your organization has a need for developing a PMO, this book should be required reading for all executives."

--Harold Kerzner, Best-Selling Author and President, Project Management Associates

Official reference material for the Portfolio Management Professional (PfMP)SM Credential Examination

This comprehensive book presents a road map for the achievement of high value enterprise strategies and superior project management results. It provides methods for best project selection, faster completion, optimal project portfolio management, and how to explicitly measure the PMO for rapidly increasing project ROI.


The Project/Program Management Office (PMO) is the fastest growing concept in project management today and is key to effective implementation of project management across the organization. To keep pace with customer expectations, competition, and economic conditions in the fast-paced global economy, organizations must do more using fewer resources. Advanced Project Portfolio Management and the PMO shows you how to turn your PMO into a value machine.

 

What people are saying - Write a review

User Review - Flag as inappropriate

good one

Contents

Introduction Building a PMO That Executives Embrace
3
The Right People the Right Tools the Right Data the Wrong Result Why PMO Implementations Fail
23
What Is a PMO and What Should a HighValue PMO Do?
39
Moving Project Management from the Cost Model to the Throughput Model
55
Strategic Planning The Number One Reason for Project Manager Stress
69
Applying Deming Goldratt and Six Sigma to Systems Thinking
79
The Eight Major Subsystems That Strategic Planning and Project Management Must Address
93
The 4 x 4 Approach to Strategic Planning
117
Reducing Negative Human Behavior
273
PMO Organization Models
283
PMO Roles and Responsibilities
295
Inputs and Outputs to a PMO
303
PMO Measurement System
315
EMP Tools and Their Value on Project Delivery
327
PMO PMI and the PMBOK
339
The Executive Proposal in Detail
345

The Right Marketing Projects
135
Securing the Future The 10Year Advantage Via Theory of Constraints
145
The Governance Board and Prioritization Management
155
Linking Project Progress to Strategic Objectives The Executive Radar Screen
175
Delivery Management and Acceleration
191
Project Portfolio Management
207
Resource Portfolio Management
241
Asset Portfolio Management
253
Managing the MultiProject Environment The Critical Chain Approach
259
Obtaining Executive BuyIn
359
The PMO Value Proposition Maturity Model Where Is Your PMO?
371
The Road Map to Implementing a PMO Executives Will Embrace
383
Sustaining the PMO Value Moving from the Supply Side to the Market Side
405
Conclusions
413
The PMO Maturity Model
417
Bibliography
423
Index
425
Copyright

Common terms and phrases

References to this book

All Book Search results »

About the author (2003)

Gerald I. Kendall, PMP, Principal, TOC International, is a distinguished thought-leader, noted management consultant, sought-after speaker, best-selling author, and recognized expert at program management and project portfolio management, supply chain logistics, and strategic planning, with extensive implementation experience around the world since 1968. He is an active member of the Project Management Institute and the author of numerous articles and four books including the best-selling Advanced Project Portfolio Management and the PMO (2003), and Advanced Multi-Project Management (2012).

Steven C. Rollins, MBA, PMP, a well-known leading expert in Enterprise Program/Project Management Office, is co-founder of the PMOUSA Network. Steve recently led the deployment of www.pmousa.com, which was launched as a free information source to PMOs in the United States. Plans are in the works to expand this important service worldwide. Mr. Rollins is the Executive Chair for the Mid America PMO Regional Group that operates as a chapter of the PMI PMO Specific Industry Group. As the former Knowledge Vice-Chair for the PMI Metrics SIG, Steve was responsible for leading the framework development and rollout of the first ever comprehensive project management metrics Knowledge Center.

Bibliographic information