Official reference material for the Portfolio Management Professional (PfMP)SM Credential ExaminationThis 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.Key FeaturesCovers the strategy, tactics, and processes needed for successful project portfolio managementDiscusses how the PMO can effectively influence project teams and their team members to consistently seek out delivery acceleration opportunities and/or delivery threats relative to their work and the overall mission of the project teamProvides a detailed plan for both strategic planning and a PMOReviews the most popular EPM tools and provides a way to evaluate PMO implementation using a PMO Maturity ModelIllustrates how Six Sigma and the PMO can support each other and be used to drive bottom-line valueIncludes real PMO case studies detailing techniques that have helped businesses grow and kept them at the top in their industryPresents the new Theory of Constraints 4x4 method of strategic planning and the Critical Chain Multi-Project Management approachWAV offers downloadable templates, models, assessment tools, and plans, including a detailed plan using Microsoft Project for implementing a PMO that covers the first two years of operation and details over 450 tasks - available from the Web Added Value(TM) Download Resource Center at www.
Gerald I. Kendall, PMP, has over 30 years of related experience and is President of MarketKey, Inc., a consulting firm that specializes in the fields of project management and constraints management (TOC). He is a noted author, management consultant, public speaker, and training expert and an active member of PMI.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 in 2002. This leading expert is also a featured speaker to many organizations.
Foreword by Harold Kerzner, Ph.D. Part I - Setting the Stage for a Successful PMO ImplementationChapter 1 - IntroductionChapter 2 - Why PMO Implementations FailChapter 3 - What Should a High Value PMO Do?Chapter 4 - Moving Project Management from the Cost Model to the Throughput ModelPart II - Strategic Planning: Choosing the Right Project MixChapter 5 - The Number One Reason for Project Manager StressChapter 6 - Applying Deming, Goldratt, and Six Sigma to Systems ThinkingChapter 7 - The 8 Major Subsystems that Strategic Planning and Project Management Must AddressChapter 8 - The 4x4 Approach to Strategic PlanningChapter 9 - The Right Marketing ProjectsChapter 10 - Securing the Future: The 10-year Advantage Via Theory of ConstraintsPart III - The PMO in DetailChapter 11 - The Governance Board and Prioritization ManagementChapter 12 - Linking Project Progress to Strategic ObjectivesChapter 13 - Delivery Management and AccelerationChapter 14 - Project Portfolio ManagementChapter 15 - Resource Portfolio ManagementChapter 16 - Asset Portfolio ManagementChapter 17 - Managing the Multi-Project Environment - The Critical Chain ApproachChapter 18 - Reducing Negative Human BehaviorChapter 19 - PMO Organizational ModelsChapter 20 - PMO Roles and ResponsibilitiesChapter 21 - Inputs and Outputs to a PMOChapter 22 - PMO Measurement SystemChapter 23 - EPM Tools and Their Value on Project DeliveryChapter 24 - PMO, PMI and the PMBOKPart IV - Implementing a PMOChapter 25 - The Executive Proposal in DetailChapter 26 - Obtaining Executive Buy-InChapter 27 - The PMO Value Proposition Maturity ModelChapter 28 - The Road Map to Implementing a PMO Executive Will EmbraceChapter 29 - Sustaining the PMO ValueChapter 30 - ConclusionsAppendix A - The PMO Maturity ModelIndex