Business Driven PMO Setup Practical Insights, Techniques and Case Examples for Ensuring Success
, by Perry, Mark
- ISBN: 9781604270136 | 1604270136
- Cover: Hardcover
- Copyright: 5/1/2009
Featuring contributions from more than 20 distinguished executives and subject matter experts, this unique reference challenges various traditional approaches and strategies for the PMO and explains how to set up a business-driven PMO using an extensively proven roadmap adaptable to any type or size organization.
Mark Price Perry is a subject matter expert in the practical application of project portfolio management (PPM), collaboration platforms, and PMO content assets. Over the past 10 years, he has become a widely recognized expert in PMO setup as Senior Vice President of Operations at BOT International. Mark has been author of BOT International's ôPMO Tips of the Week columnö for the past 7 years, sharing experience-based practical insights as a service to thousands of project management professional subscribers. Mr. Perry is a distinguished contributor at Gantthead.com, the leading online professional site for the project management community, and the author of the Gantthead.com blog, ôPMO Setup T3 - Tips, Tools, and Techniques.ö Mark Perry is also the host of ôThe PMO Podcastö, the leading podcast for PMOs of all shapes and sizes, and a sought after speaker. In addition to formal project managers and members of PMOs, Mr. Perry has helped tens of thousands of informal and accidental project managers apply the knowledge and techniques of the PMBOK« Guide.
| Dedication | p. iii |
| Acknowledgments | p. xi |
| About the Author | p. xv |
| Contributors | p. xvii |
| Preface | p. xxvii |
| Introduction | p. xxix |
| Mission, Goals, and Objectives: Business driven vs Theory-Driven | p. 1 |
| Myopic Dimension | p. 3 |
| Ubiquitous Dimension | p. 6 |
| Size Dimension | p. 13 |
| Intervals of Time Dimension | p. 15 |
| Chance Dimension | p. 19 |
| Executive Insights | |
| The Importance Of Clarity, John Maloch, CEO of Catalyst Project Solutions, Singapore | p. 26 |
| Organization: Constituent-Oriented vs Inwardly Focused | p. 37 |
| How PMOs Become Inwardly Focused | p. 38 |
| The Problem with Inwardly Focused PMOs | p. 41 |
| Case Study | p. 42 |
| PMO Manager 1-Inwardly Focused | p. 43 |
| PMO Manager 2-Constituent-Focused | p. 46 |
| Executive Insights | |
| Serving the Needs of the Business, Gary Popovich, Process Engineer, Royal Caribean Cruise Lines | p. 55 |
| PMO 2.0-Adopting a Value-Based Approach, Terry Doerscher, Chief Process Architect, Planview | p. 61 |
| Managing Projects: Think Process, Not Methodology | p. 75 |
| Mindset | p. 77 |
| Methods-Based vs Outcomes-Based | p. 77 |
| Seldom End-to-End vs Typically End-to-End | p. 78 |
| Who, What, Where, When, and Why | p. 79 |
| Project Document vs Product of the Project-Focused | p. 81 |
| Standards vs Business Needs-Based | p. 81 |
| Project Reporting vs Project Delivery-Driven | p. 82 |
| Seldom vs Continuously Updated | p. 85 |
| Methodology Integrated into Tools vs Tools Integrated into Process | p. 87 |
| Original Author not Known vs Processes Owners Clearly Identified | p. 89 |
| Promotes Bureaucracy vs a Culture of Continuous Improvement | p. 92 |
| Technology | p. 95 |
| Economics | p. 102 |
| Executive Insights | |
| Evolving from a Traditional PMO to an Execution-Oriented PMO | p. 110 |
| Managing the PMO: Embracing Flexibility vs Mandating Conformance | p. 117 |
| Mandating Conformance | p. 120 |
| Embracing Flexibility | p. 123 |
| How Project Management Is Viewed | p. 123 |
| How Projects Are Viewed | p. 126 |
| Organizational Behaviors | p. 130 |
| Executive Insights | |
| Establishing Flexibility within Structure, Erhard Zingg, PMO Manager, PartnerRe, Switzerland | p. 138 |
| Using Process Improvement to Drive PMO Flexibility, Michael Wood, CEO, The Natural Intelligence Group | p. 146 |
| PMO Tools: Establishing a PMO Architecture vs Implementing a Tool | p. 159 |
| Implementing a Tool Approach | p. 160 |
| One Tool Mindset | p. 160 |
| PMO Needs Are Not Transactional | p. 162 |
| Other Tools Exist | p. 164 |
| Architecture Approach | p. 165 |
| Keeping it Simple | p. 166 |
| Enables Decision Making | p. 166 |
| Process-Based Tool Usage | p. 167 |
| Longevity of Use | p. 167 |
| Facilitates Continuous Improvement | p. 168 |
| Examples of PMO Architecture | p. 168 |
| PMO Architecture by BOT International | p. 168 |
| Enterprise Project Management Solution Architecture by Microsoft | p. 171 |
| Enterprise Performance Management Architecture by Planview | p. 173 |
| It Takes an Architecture | p. 174 |
| Executive Insights | |
| Establishing a PMO Architecture, Rakan Saraiji, Vice President of Project Management, SHUAA Capital, Dubai, UAE | p. 177 |
| Pieces of the PMO Puzzle, Osama Bakir, CEO PMCT Quest, Oman | p. 183 |
| Executive Reporting: Keep It Simple | p. 191 |
| Case Study | p. 191 |
| Common Executive Summary Report Mistakes | p. 194 |
| Simple Executive Summary Reporting | p. 198 |
| Sophisticated Executive Summary Reporting | p. 207 |
| Executive Insights | |
| The Value of Proper Stakeholder Management, Brian Rabon, PMO Director, XSP, and President of Braintrust Software, LLC | p. 214 |
| Project Management Office Leadership: MBWA 2.0 | p. 223 |
| Management by Walking Around | p. 223 |
| Case Study | p. 224 |
| Not Just for Executives | p. 225 |
| MBWA for Project Managers | p. 225 |
| MBWA Japanese Style-Genchi Genbutsu | p. 226 |
| Experts Advocating MBWA | p. 226 |
| MBWA 2.0 | p. 227 |
| Situational Leadership | p. 229 |
| Case Study | p. 232 |
| Extending the Effectiveness of MBWA | p. 233 |
| Web 2.0 | p. 233 |
| In With the New | p. 234 |
| Blogs | p. 234 |
| Wikis | p. 235 |
| Social Software | p. 236 |
| Social Networks | p. 237 |
| Podcasting | p. 239 |
| RSS Feeds | p. 240 |
| Using Web 2.0 Tools | p. 240 |
| Executive Insights | |
| PMO Leadership: An Unusual PMO Assignment, John Chrystal, President, Intrepid Diverse Services | p. 245 |
| Project Management Leadership: Servant-Leader vs Subject Matter Expert | p. 269 |
| What is Servant-Leadership? | p. 271 |
| Examples of Servant-Leadership | p. 272 |
| Servant-Leadership in Project Management | p. 273 |
| Characteristics of Project Management Servant-Leadership | p. 274 |
| Project Manager Listening | p. 275 |
| Project Manager Empathy | p. 276 |
| Project Manager Healing | p. 277 |
| Project Manager Awareness | p. 279 |
| Project Manager Persuasion | p. 279 |
| Project Manager Conceptualization | p. 280 |
| Project Manager Foresight | p. 281 |
| Project Manager Stewardship | p. 282 |
| Project Manager Commitment to the Growth of People | p. 282 |
| Project Manager Community Building | p. 283 |
| Executive Insights | |
| Situational Project Management Leadership, Jennifer Arndt, PMO Manager, American Chemical Society | p. 286 |
| How to Get What You Want, Michelle LaBrosse, Founder and CEO, Cheetah Learning | p. 293 |
| Servant-Leadership for the IT Project Manager, Benjamin Lichtenwalner, Senior Manager, Whirlpool | p. 300 |
| Creating High-Performance Teams | p. 311 |
| A Common Challenge to Creating High Performance | p. 311 |
| Recognizing High-Performance Teams | p. 313 |
| Creating High-Performance Teams | p. 314 |
| Overcome Barriers | p. 315 |
| Achieve a State of Conscientiousness | p. 317 |
| Unify the Team | p. 319 |
| Manage Domineers | p. 321 |
| Challenge to New Heights | p. 322 |
| Executive Insights | |
| Project Management and Successful Teams, Tom Boyce, Program Manager, Nuclear Regulatory Agency | p. 326 |
| Better Processes Mean Better Performance, Steve Romero, IT Governance Evangelist, CA | p. 333 |
| Establishing a PMO: A Practical Roadmap | p. 339 |
| Case Study | p. 339 |
| Gap Analysis | p. 340 |
| Presentation of Findings | p. 340 |
| Organization, Tools, and Training | p. 340 |
| Aftermath | p. 341 |
| A Practical Roadmap | p. 343 |
| Vision | p. 343 |
| Processes | p. 345 |
| Confusing Methodology with Process | p. 349 |
| Processes as a Functional Framework for Doing the Work | p. 349 |
| Training | p. 350 |
| Tools | p. 353 |
| Staffing | p. 356 |
| Assessment | p. 366 |
| Executive Insights | |
| A Practical Approach to the PMO, Jimmy Char, CEO, Skills Group, Bulgaria | p. 371 |
| Line of Business PMOs: The Ubiquitous Nature of Project Management | p. 381 |
| Staffer to Project Manager | p. 381 |
| Line-of-Business PMOs | p. 383 |
| Sales PMO | p. 385 |
| Engineering PMO | p. 389 |
| Marketing PMO | p. 390 |
| Executive Insights | |
| Go-to-Market Project Management, Dave Larson, Marketing PMO Specialist, BOT International | p. 398 |
| Advancing Organizational Project Management: From Theory to Practice | p. 415 |
| Caveats of OPM3® | p. 416 |
| Levels of Maturity in Project Management | p. 421 |
| Taking Theory to Practice | p. 424 |
| Executive Insights | |
| Transforming the Culture with Your PMO, John Schlichter, CEO of OPM Experts | p. 433 |
| Transforming the Project Management Culture at Harris, Mark Scott, PMP, Sr. Engineering Manager, Harris Corporation, RF Communications Division | p. 440 |
| Transforming the Project Management Culture Within the Ministry of Interior, Kingdom of Saudi Arabia, Abdullah Tamimi, Assistant Planning Manager Saudi Arabian Ministry of Interior's National Information Center | p. 449 |
| Project Management Office Passion: Where Does It Come From? | p. 457 |
| Importance of Passion | p. 459 |
| How to Find Your Passion | p. 460 |
| How to Keep Your Passion Alive | p. 466 |
| Executive Insight | p. 471 |
| Project Management Office Passion, Cornelius Fichtner, Host of "The Project Management Podcast" | p. 471 |
| Index | p. 479 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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