The PMOSIG Program Management Office Handbook: Strategic and Tatical Insights for Improving Results

  • 8h 46m
  • Craig Letavec, Dennis Bolles (eds)
  • J. Ross Publishing
  • 2011

The PMI Program Management Office Specific Interest Group (PMOSIG), consistent with its vision to be the leading professional community providing innovation and thought leadership in the area of the PMO and related subjects, has created this book to achieve its mission to return direct value to the PMO community. This PMO handbook contains chapters submitted by more than 20 notable authors, subject matter experts, experienced practitioners, and thought leaders with a variety of backgrounds and experiences. These contributions provide insight into practices that successful PMOs have employed to return direct value to the organizations that they serve.

As an edited work, this book provides realistic strategies, methods, insights, and case examples to serve the needs of organizations, PMO practitioners, and the project management community as a whole worldwide. It features practical guidance on a variety of PMO-related topics in the areas of:

  • PMO governance—Covers roles in organizational governance, portfolio management, and organizational change management
  • PMO strategic and tactical aspects—Includes examples of how PMOs have participated in the strategic and tactical management as well as in the management of programs and projects to achieve business benefits
  • PMO services—Covers the development and management of governance policies and procedures, standards, methodologies and processes, education and training programs, tools and templates, PMO technical systems, and program manager, project manager and portfolio assignments
  • PMO setup and execution—Includes best practices and case studies for successfully aligning new PMOs with business objectives, delivering benefits and ROI, and managing and expanding the PMO’s scope of services
  • PMO performance and maturity—Describes the processes used to drive excellence that enhances the PMO’s long-term sustainability as a business function

Key Features:

  • Provides practical strategies, methods, insights, case studies, and thought leadership to serve the needs of public and private sector organizations of any size
  • Presents best practices for successfully aligning PMOs to business strategies and objectives and for delivering planned benefits
  • Supplies project, program, and portfolio practitioners with numerous proven tools, techniques, and processes for successfully developing, managing, and sustaining a PMO and expanding its scope of services

About the Editors

Craig Letavec, MSP, IPMA-B, PMP, PgMP, has led large program efforts in a diverse range of global companies in a variety of industries including consumer products, new venture start-ups, information technology services, and information technology consulting. He has served as an active speaker and author on a range of topics, including program management, implementing effective change management, and establishing, managing, and building the value of the program management office (PMO) in organizations. He is the author of The Program Management Office, a noted text in the project management community specifically focused on PMO implementation and development, as well as a co-author of Program Management Professional and is a contributor to 99 Things Every Project Manager Should Know.

Craig holds a Bachelor of Science degree from the University of Dayton and a Master of Science in Project Management from George Washington University. As an active teacher who enjoys educating future project and program managers and business professionals alike, he has served as an adjunct lecturer in project management in the Master of Business Administration program at Wright State University in Dayton, Ohio and as an adjunct instructor at the University of Dayton. Craig also serves as Vice-Chair of the global PMI PMOSIG and as general conference chair for the PMO Symposium, the largest focused international conference for PMO practitioners.

Dennis Bolles, PMP, has more than 40 years experience providing business and project management professional and PMO services. He has been a member of PMI since 1985 received his PMP certification in 1986 (#81) and is a founder of the PMI Western Michigan Chapter, serving on its Board of Directors in several positions since its 1993 inception. He has been serving on the PMI PMOSIG Board of Directors as Vice Chair of Public Relations since June 2009.

Dennis is president of DLB Associates, whose primary focus is working with organizations to establish PMOs, formulate project business management processes, develop and enhance enterprise project management centers of excellence, create project management methodologies, and plan organizational project management training programs. He is the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the PMBOK Guide®, Third Edition in 2004.

In this Book

  • The PMO Role in Project Portfolio Governance
  • Program Types: Categorization and Its Benefits
  • The PMO as an Enabler for Large-Scale, Global Program Success
  • Stakeholder Relationship Management: Enhancing PMO Services Through Effective Engagement and Communication
  • The PMO: Strategy Execution Office
  • Partnership, Persuasion, and Politics
  • The PMO Revolution—The Strategic COE
  • Restoring Sanity: A Practical Guide to Getting Your PMO on the Right Path
  • PMO Building Blocks—A Practical Approach for Implementing PMO Services
  • Creating and Proving PMO Value
  • Ambassadors, Skits, and Little Blue Books
  • Enhancing PMO Success From the Start
  • How to Implement Project Management Methodologies in a Small Company
  • Building a Ship at Sea: How to Set Up PMOs in the Dynamic Business Environments of Emerging Markets
  • Affording a PMO: An Approach to Establishing a PMO with Limited Resources
  • Driving Your PMO in an Operations-driven Organization
  • A Methodology Improvement Process to Advance a Corporate-Level PMO
  • From Start to Flight Level: Implementing Project Portfolio Management at a Midsized Airline
  • The PMO Maturity Cube: A Project Management Office Maturity Model
  • Epilogue