Implementing the Virtual Project Management

The Marcus Goncalves Consulting Group is one of the world's leading ePMO consultancies, with clients including Intel, Microsoft, and ASME The virtual project management office (ePMO) is one of the hottest topics in the project management field, which will soon top 200,000 practitioners worldwide Features CD with sample policies, forms, budgets, checklists, and software Written to comply with the Project Management Institute's benchmark Project Management Body of Knowledge (PMBOK) as well as extend PMBOK guidelines to encompass ePMOs Includes more than 30 sample policies and forms to guide project managers through a successful ePMO implementation

Marcus Goncalves is president of the Marcus Goncalves Consulting Group and has 15 years of management consulting experience for clients throughout North America, South America, Europe, and the Middle East. He is the author of more than 30 IT and management books, including Managing Virtual Projects.

Preface

ix

Acknowledgments

xiii

A Business Case for a PMO

1

(30)

The PMO as a Knowledge Management System

2

(5)

Proliferation of International Projects

7

(4)

Organization Size Management: Rightsizing

11

(11)

The Need for Time Management

22

(2)

Virtual Project Management at MGCG

24

(2)

Global Competition

26

(5)

Introduction to the PMO and Its Requirements

31

(34)

The Needs Assessment: When to Use a PMO

37

(3)

Organizational Support: The Formation of a PMO

40

(1)

The Charter

41

(1)

Project Management Framework Checklists

42

(16)

Charter Template

58

(7)

ePMO versus Conventional PMO

65

(20)

Ubiquitous Project Communication

68

(4)

From Conventional PMO to ePMO

72

(7)

A Methodology for Developing an ePMO

79

(6)

The Virtual Project Management Office: An Overview

85

(18)

The Business Drivers

86

(17)

Developing an ePMO

103

(16)

Overview

103

(7)

Best Practices: ePMO Implementation Activities

110

(2)

Case Study 1: Focus on Value: The Brazilian Bank

112

(1)

Case Study 2: Reducing Time to Market for Competitive Advantage

113

(1)

Bad Practices: What to Avoid

114

(2)

Case Study 3: If Only We had Known This Before

116

(1)

Case Study 4: Somebody Opened the Floodgate

117

(2)

Developing the ePMO Business Processes

119

(18)

Enabling Portfolio Management

123

(4)

Handling the Virtual Management Process

127

(10)

Information Systems for ePMO Excellence

137

(24)

Overview

137

(1)

The Technology Aspects of ePMO: The KM Perspective

137

(2)

Collaboration Tools: The IT Challenge

139

(6)

The Conventional Way: Optimization Rather Than Adaptation

145

(10)

The ePMO Way: Adaptation Rather Than Optimization

155

(6)

Methodology and the Organizational Culture

161

(26)

Customized Project Implementation

161

(2)

A Methodology for Managing Concurrent Projects

163

(13)

Organizational Culture: The Heart of the People

176

(11)

ePMO and PMI's OPM3

187

(16)

OPM3 Overview

187

(4)

Preparing the ePMO for Understanding OPM3

191

(12)

Developing Standards and Methods

203

(30)

The Standards

203

(4)

The Methods

207

(26)

Appendix A Project Management Framework Checklists

233

(16)

Appendix B Project Charter Template

249

(6)

Glossary

255

(36)

Bibliography

291

(2)

Index

293

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Implementing the Virtual Project Management Office Proven Strategies for Success

Summary

Author Biography

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Implementing the Virtual Project Management Office Proven Strategies for Success

Summary

Author Biography

Table of Contents

Supplemental Materials

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