The Strategic Project Office, Second Edition

by Crawford; J. Kent

• ISBN13: 9781439838129
• ISBN10: 1439838127
• Edition: 2nd
• Format: Hardcover
• Copyright: 2010-09-22
• Publisher: CRC Press

Summary

The second edition of this award-winning reference provides step-by-step instructions for establishing and maturing a project management office (PMO). Concise and easy to read, The Strategic Project Office, Second Edition covers the four primary areas of knowledge and practice regarding the PMO: governance and portfolio management, resource optimization, organizational change, and performance measurement.Winner of the 2001 David I. Cleland Project Management Literature Award from the Project Management Institute, the first edition introduced the concept of PMO as a strategic resource. This second edition adds reporting on cutting-edge research on the status and roles of today's PMO, highlights best practices, and includes case studies of award-winning PMOs. It explores the various aspects of planning and implementing the strategic PMO and provides readers with an assessment model for measuring PMO practice maturity.New to the Second Edition:New and updated information on the use of collaborative and social media tools in project management New chapters on Project Portfolio Management and aligning projects and strategy New information on using the Strategic Project Office as a strategy management center Updated content that reflects the latest version of the PMBOK ® A CD-ROM with time-saving templates and formsThe first edition has been the foundation for much of my thinking about initiative management, and the second edition takes thought leadership to a new level. Crawford leverages years of experience to further improve an already excellent resource. The first edition of The Strategic Project Office sits on the top shelf of my bookcase. I'm sure that the second edition will have a similar pride of place '¦ when I haven't loaned it out to members of my team as homework. '”Paul Ritchie, PMP, Director, Global PMO, Mead Johnson Nutrition, Inc.Praise for the Award Winning First Edition:'¦ provides a primer that is first-of-a-kind and best-of-class. Read it. Learn its lessons. Apply them. Improve your organization, your projects, and your global competitiveness. '” PM Network, Books in Focus , Sept. 2003

Table of Contents

List of Figures	p. xi
List of Tables	p. xiii
Foreword	p. xv
Preface	p. xvii
Acknowledgments	p. xxv
Introduction: The PMO Concept, Then and Now	p. xxvii
The Authors	p. xlix
The Strategic PMO: Aligning Projects and Strategy	p. 1
Overview	p. 2
The Link between Strategy and Projects	p. 5
Strategy and Projects Research Study	p. 7
Why Align Projects with Strategy?	p. 7
How Alignment Resolves Project Management Problems	p. 8
Strategy & Projects: Research Findings	p. 8
The Strategy & Projects Framework	p. 11
Best-Practice Examples	p. 15
Notes	p. 15
PMO Business Case, Organization Structure, and Functions	p. 17
The Evolving Enterprise	p. 17
Many "Ps" Make a Strong Business Case	p. 27
Organizational Structure for Projects	p. 28
Types of PMOs	p. 31
Functions of the Project Management Office	p. 34
Project Support	p. 34
Software Tools	p. 37
Processes, Standards, and Methodologies	p. 38
Training	p. 41
Consulting and Mentoring	p. 41
Project Managers	p. 42
Integration of the Project Management Office	p. 43
Evolving PMO Functions	p. 44
Notes	p. 45
The Starting Gate: Assessing Your Current Condition	p. 47
Maturity and the PMO	p. 48
A Maturing Profession	p. 48
Defining Maturity and Capability	p. 48
Preassessment Evaluation	p. 55
Baseline Maturity Assessment	p. 59
PM HealthCheck: Understanding an Organization's Project Management Maturity	p. 59
Identification of Issues and Risks	p. 66
Gap Analysis	p. 68
Conclusion	p. 72
An Iterative Process	p. 72
Talking Points	p. 73
Notes	p. 74
PMO Planning, Preparation, and Strategy	p. 75
The Project Charter: Agreeing on a Destination	p. 76
Objectives and Milestones: The Map to Your Destination	p. 77
Specific	p. 77
Measurable	p. 77
Agreed Upon	p. 79
Realistic	p. 79
Time-Constrained	p. 79
Using Gap Analysis to Set Milestones	p. 80
Delivering Value with Specific Short-and Long-Term Objectives	p. 81
Implementation Strategy	p. 81
Establish the Foundation	p. 82
Startup with Short-Term Initiatives	p. 83
Rollout with Long-Term Solutions	p. 85
Support and Improvement	p. 86
A Project Office or a Project Management Culture?	p. 86
However ... Five Ways to Fail	p. 91
Measuring Success: How to Know When You Have Arrived	p. 93
Metrics	p. 93
Communications Planning	p. 94
Best Practice: Communications	p. 94
Purpose	p. 96
Origination and Timing	p. 97
Project Communications Plan Guidelines	p. 98
PMO Value-Adding Strategy: Rein in Runaway Projects	p. 99
Early Warnings	p. 99
In-Progress Problem Indicators	p. 100
Pulling on the Reins	p. 101
Notes	p. 103
Establishing a Project Management Methodology and PMO Governance	p. 105
Defining Our Terms	p. 105
Five Steps to Establishing a Methodology	p. 107
What Are the Elements of a Methodology?	p. 109
Consistency/Repeatability	p. 110
Scalability to Projects of Varying Size and Complexity	p. 114
Overview of a Sample Methodology	p. 116
The Processes	p. 116
The Templates	p. 119
Quality and PM Methodology	p. 119
Quality of Deliverables: The Product	p. 122
Quality of the Project Management Process	p. 124
How Good Is Your Methodology?	p. 130
Governance: Balancing Order with Creativity	p. 131
Defining Governance	p. 133
Process Governance	p. 134
Methodology and Standards	p. 134
People and Structure Governance	p. 135
A Governance Framework	p. 135
Best Practices in Governance	p. 136
Notes	p. 137
Project Portfolio Management and the Strategic PMO	p. 139
The Evolution from Project to Portfolio	p. 139
The Business Case	p. 142
Overall Benefits	p. 147
PPM in the Strategic PMO: Where Strategic Planning Meets Project Execution	p. 147
The Strategic PMO: An Organizational Home for PPM	p. 148
Governance and PPM	p. 151
Assessing Organizational Readiness	p. 152
The Fundamental Components of PPM	p. 155
Six Key Processes	p. 156
Four Areas of Integration	p. 157
How Do Organizations Implement PPM Practices?	p. 166
Start Small and Keep It Simple	p. 166
Best Practices for PPM	p. 168
Notes	p. 169
The Strategic People Management Office: Human Capital and the PMO	p. 171
The Resource Crunch	p. 171
People Make the PMO	p. 172
Staffing the Strategic PMO	p. 176
Strategic PMO Director	p. 177
Project and Program Managers	p. 184
Project Support	p. 185
Project Teams	p. 186
Other Team Members	p. 187
A Note on Mentoring	p. 188
Project Mentoring	p. 189
Competency Identification	p. 189
Training and Mentoring	p. 191
Performance Measurement and Rewards	p. 195
Career Paths and Leadership Development	p. 197
Best Practices for People Management in the Strategic PMO	p. 200
Rolling Out the Strategic PMO: All Aboard	p. 201
The Executive Role	p. 201
Identifying the Executive Sponsor	p. 203
Management Participation: The PMO Steering Committee	p. 205
How to Select a PMO Steering Committee	p. 208
Notes	p. 208
The Technical Infrastructure: Using It to Facilitate Project Collaboration and Performance Measurement	p. 211
Why Do You Need PMO Software?	p. 212
Software Functionality and PMO Complexity	p. 215
Project Management Approach	p. 215
PMO Level	p. 216
Portfolio Management Software Issues	p. 220
Additional Software Concerns	p. 222
What Are the Best Practices for Selection?	p. 224
Rollout: Putting the Tools to Work	p. 228
Notes	p. 230
Changing Organizational Culture	p. 233
Climate or Culture-Which Do I Change?	p. 234
Organizational Needs: Flexibility and Creativity	p. 235
Creating a Project Culture: From the Top	p. 236
Specific Guidance on Changing Your Culture	p. 236
Measuring for Results	p. 242
Change Processes	p. 243
The Scenario Approach	p. 243
A Project Management Approach to Change	p. 244
Readying the Troops for Battle	p. 245
Overcoming Barriers to Change	p. 247
People and Power	p. 247
Organizational Politics, Roles, and Responsibilities	p. 249
The Impact of Change on People	p. 250
The 15-15-70 Rule	p. 251
Using Language to Create Community	p. 252
You Made It: Signs of a Project Culture	p. 253
Notes	p. 254
Knowledge Management and the PMO: Tracking Benefits and Learning From Experience	p. 255
Knowledge Management: The Short Course	p. 255
Knowledge Repositories	p. 257
Key Success Factors in KM	p. 258
Barriers to KM Success	p. 259
Capturing Lessons Learned-and Beyond	p. 261
Project Closeout: The Knowledge Goldmine	p. 264
Postproject Review	p. 265
Why Are We So Bad at This?	p. 266
The PMO as a Community of Practice	p. 268
Benchmarking	p. 272
Tracking Performance: Knowledge Is Power	p. 275
Where to Begin	p. 275
A Model for Performance Measurement	p. 277
Developing Performance Measures	p. 278
Measurement Planning	p. 279
Piloting the Measurement Program	p. 283
Some Cautions about Doing Internal Research Projects	p. 284
Conclusion	p. 286
Notes	p. 287
The State of the PMO 2007 to 2008	p. 289
Selected PMO of the Year Winners (2007 and 2008)	p. 295
Project Management Assessment and Recommendation Report	p. 301
Index	p. 317
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