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This handbook developed by the Project Management Institutes Program Management Office Specific Interest Group (PMOSIG) provides practical guidance to the project Management and PMO community on a variety of topics in the areas of: PMO Strategic and Tactical Management, PMO Governance, PMO Services, PMO Set-up and Execution, and PMO Performance and Maturity. It features insightful contributions from more than 20 subject matter experts, successful practitioners, distinguished authors and thought leaders with a variety of backgrounds and experiences from around the World. The authors include best practices and case studies for successfully aligning PMOs to business objectives, and delivering benefits/ROI, as well as numerous proven tools, templates, policies, procedures, standards, methodologies and processes for successfully developing, and managing PMOs and for expanding their scope of services.
This resource introduces readers to the fundamentals of program management, detailing the reasons for setting up a program management office, and showing them step-by-step how to do so. Both comprehensive and easy to understand, this is an indispensable introduction to this important and powerful trend in project management.
Successfully Launch and Operate a Virtual Project Management Office New technology and global businesses and organizations are making virtual project management offices (VPMOs) more important and more prevalent than ever. Successfully operating a VPMO requires project managers to employ additional skills and address different challenges from those necessary to operate a traditional PMO. For example, the virtual project manager must have effective soft skills to build trust among a dispersed team and to select the best forms of communication. He or she must also ensure compliance with the unique policies, procedures, and laws relevant to maintaining a VPMO. This book offers best practices for successful virtual projects and the most effective ways to create and implement a PMO in a virtual environment. It's a valuable resource for companies considering a VPMO and those already operating one. You'll find: - Proven implementation plans - Guidance for building a business case - Laws and ethics governing VPMOs - Tips and advice from experts Plus! Dozens of practical tools to use in launching a VPMO or improving an existing project management office.
Since project management offices began to appear in organizations over the last decade, project management practitioners and their organizations have been asking how to structure project management offices (PMOs) and what functions to assign them. In The Project Management Office (PMO): A Quest For Understanding, authors Brian Hobbs and Monique Aubry address these questions, providing a look at how PMOs exist today, and some clues about how and why they're changing. Of particular interest to practitioners, the authors address the roles that PMOs play in organizations, which provides valuable insights for better creating, structuring and governing PMOs. When designing a PMO, an organization has a variety of choices regarding the PMO's structure and role assignment. By providing a way to define PMOs by type, this research explores how to set up and define a PMO, depending upon the specific type of PMO The authors discuss the many bases for the types of PMOs, including structural characteristics and functions, and how these types affect the PMO's role in the organization.
Creating the Project Office is written for managers who are searching for ways to transform their organizations into more effective and efficient project-based workplaces. As this important book reveals, there is no more effective way to make that change than to create a project office tailored to the needs of the organization. While a project office model leads to better products from projects, it is also a vehicle for generating overall organizational change -- by transforming the organization from function-based to project-based. This model incorporates projects into the very fabric of the organizational strategy and revitalizes organizations, creates competitive advantage, and increases shareholder value.
Many organizations profit hugely by utilizing a Project Management Office (PMO); it means they achieve benefits from standardizing and following project management policies, processes, and methods. However, building an effective PMO is a complex process; it requires clear vision and strong leadership so that, over time, it will become the source for guidance, documentation, and metrics related to the practices involved in managing and implementing projects. Leading Successful PMOs will guide all project based organizations, and project managers who contribute to and benefit from a PMO, towards maximizing their project success. In it, Peter Taylor outlines the basics of setting up a PMO and clearly explains how to ensure it will do exactly what you need it to do - the right things, in the right way, in the right order, with the right team.
Managing Change in Organizations: A Practice Guide is unique in that it integrates two traditionally disparate world views on managing change: organizational development/human resources and portfolio/program/project management. By bringing these together, professionals from both worlds can use project management approaches to effectively create and manage change. This practice guide begins by providing the reader with a framework for creating organizational agility and judging change readiness.
Advanced Project Portfolio Management is a comprehensive book which presents a roadmap 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.
Organizations invest a lot of time, money, and energy into developing and utilizing risk management practices as part of their project management disciplines. Yet, when you move beyond the project to the program, portfolio, PMO and even organizational level, that same level of risk command and control rarely exists. With this in mind, well-known subject matter expert and author Andy Jordan starts where most leave off. He explores risk management in detail at the portfolio, program, and PMO levels. Using an engaging and easy-to-read writing style, Mr. Jordan takes readers from concepts to a process model, and then to the application of that customizable model in the user’s unique environment, helping dramatically improve their risk command and control at the organizational level. He also provides a detailed discussion of some of the challenges involved in this process. Risk Management for Project Driven Organizations is designed to aid strategic C-level decision makers and those involved in the project, program, portfolio, and PMO levels of an organization. J. Ross Publishing offers an add-on for a nominal fee -- Downloadable tools and templates for easy customization and implementation.
The creation and implementation of a Program Management Office (PMO) is one of the most challenging roles a leader can undertake. To succeed, you need a thorough and workable understanding of project management, targeted leadership strategies and business communication, while also coordinating with team members, stakeholders, and executives alike. Karen M. Marks understands the process well. During her thirty-five years in the corporate world, she developed a thriving, cohesive PMO within the medical-device and pharmaceutical industries. In her new book, Experiences in Building and Leading a PMO, she passes on the insights she gained from leading one of the largest PMOs ever to serve a corporate environment. Marks shares the tools and processes vital to PMO success, including securing the support of high-level management, facing the challenges of prioritization, assuming a leadership role, handling internal politics, and working towards continuous improvement. Personal experiences and anecdotes-good and bad-demonstrate the many opportunities and obstacles faced by PMO project managers and offer insights for how to handle such moments. A centralized Program Management Office adds cohesiveness and efficiency to any corporate environment. Discover the road to PMO success, trail blazed by one of the best in the business.