The Program Management Office Establishing, Managing and Growing the Value of a PMO

by Letavec, Craig

ISBN13: 9781932159592

ISBN10: 1932159592

Format: Hardcover

Pub. Date: 2006-09-01

Publisher(s): J. Ross Publishing

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Summary

The Program Management Office is a guide to satisfying this need for improved coordination, standardisation, optimisation, and management of the practice of project management. It addresses the strategic and practical aspects of establishing and managing the program management office (PMO) including how to create a clear and compelling business case for the PMO and sell the business case to management, how to design, structure, and implement a PMO, and how to clearly demonstrate the value provided by the PMO once operational. The text also addresses a number of common challenges that management, PMO implementation teams, and PMO staff often struggle with as they develop, implement, and manage a PMO.

Author Biography

Craig J. Letavec currently serves as a member of the Board of Directors of the PMI Program Management Office (PMO) Specific Interest Group. He is a certified Project Management Professional (PMP) and earned his Master of Science degree in Project Management from George Washington University. Craig has been actively involved in information technology project management for the majority of his professional career. He has held a variety of information technology and project management positions with organizations including Siemens Business Services, Hewlett-Packard and Procter & Gamble. In addition to the practice of project management, Craig actively teaches future project managers and business professionals as an adjunct faculty member in the MBA Project Management program at Wright State University in Dayton, Ohio, and often speaks to project management audiences on topics such as PMO development and management, managing project change, organizational project management maturity, and quantitative risk management.

Preface	p. xv
About the Author	p. xvii
Web Added Value	p. xix
Introduction to the PMO	p. 1
Introduction	p. 1
The Project and Program Context	p. 2
The PMO	p. 4
Defining the PMO	p. 4
Basic Structural Models of the PMO	p. 6
Benefits of the PMO Concept	p. 10
Obstacles Facing Organizations Establishing PMOs	p. 11
The PMO Start-Up Roadmap	p. 12
The PMO Team-The First Critical Step	p. 14
Supporting the PMO Team	p. 15
A Note about Using This Text	p. 16
Defining and Selling the PMO	p. 17
Assessing the Project Environment	p. 18
Organizational Assessment	p. 20
Process Resource Demographics	p. 20
Project Organization Charts	p. 21
Project Management Development Processes	p. 25
Process Assessment	p. 27
Process Definitions for Project Selection and Approval	p. 27
Process Definitions for Project Management	p. 29
Process Definitions for Project Closeout and Archiving	p. 32
Delivery Assessment	p. 34
Assessment Summary	p. 37
Defining the Organization's Project Management Needs	p. 37
Translating Needs into Organizational Value-The PMO Value Statement	p. 41
Creating a Mission for PMO Transformation	p. 45
Selling the PMO Concept	p. 47
The Base Business Case	p. 48
Overview of Current Project Organization	p. 49
Key Challenges in Current Project Organization	p. 51
PMO Opportunities	p. 53
Key Actions and Accountabilities-The PMO Transformation Mission	p. 55
Selling the Base Business Case-The Management Presentation	p. 59
Overcoming Initial Resistance	p. 64
Summary	p. 66
Essential PMO Models and Functions	p. 67
Introduction	p. 67
Essential PMO Models	p. 67
The Strong PMO Model	p. 68
The Consulting PMO Model	p. 71
The Blended PMO Model	p. 73
General Considerations for All Models	p. 76
Core Operational Areas of the PMO	p. 79
The PMO as a Consulting Organization	p. 80
The PMO as a Knowledge Organization	p. 83
Knowledge Management	p. 83
Training and Professional Development	p. 86
The PMO as a Standards Organization	p. 89
The Portfolio Management Role	p. 89
Establishing and Maintaining Standards	p. 90
Standards Development and Implementation	p. 91
Standards Setting and the Detailed Business Case	p. 92
Finding the Right Mix	p. 94
Determining PMO Scope	p. 94
Scope Dimensions	p. 95
The Scope Statement	p. 98
Summary	p. 100
The Detailed Business Case	p. 103
Building the Detailed Business Case	p. 103
Inputs to the Detailed Business Case	p. 104
Structure of the Detailed Business Case	p. 105
Introduction	p. 107
Summary of Current Challenges and Opportunities	p. 108
PMO Roles, Responsibilities, and Organization	p. 112
Initial PMO Goals and Measures	p. 118
Anticipated Costs and Expected Returns	p. 122
PMO Start-Up Roadmap	p. 134
Authorization to Proceed	p. 140
Presenting the Detailed Business Case to Management	p. 141
Summary	p. 146
Implementation Planning	p. 149
Introduction	p. 149
The PMO Implementation Plan	p. 150
Assembling the PMO Implementation Team	p. 150
Staffing the PMO	p. 156
Developing a Detailed Implementation Plan	p. 164
Developing a Management Communication Plan	p. 168
Introducing and Training the PMO Implementation Team	p. 172
Additional Training Requirements for the PMO Staff	p. 180
A Note about Certification	p. 182
Developing a PMO Marketing and Communication Plan	p. 183
Identifying Audiences	p. 185
Identifying Marketing Deliverables	p. 187
Developing the Plan	p. 190
Execute, Measure, and Improve	p. 193
Transforming Goals into Strategies	p. 195
Executing the Plan	p. 200
Summary	p. 201
Start-Up and Operations	p. 203
Introduction	p. 203
PMO Implementation Success Factors	p. 203
Lead by Example	p. 204
Know Your Mission and Your Market	p. 205
Dress to Impress	p. 207
PMO Start-Up	p. 208
Recognizing the Implementation Team	p. 209
PMO Marketing and Communication Plan Review	p. 210
Introduction of the PMO to the Organization	p. 212
Implementation Phase Closeout	p. 216
Start-Up Summary	p. 217
The PMO in Operation	p. 218
Delivering the Initial Goals	p. 218
Dimensions of Value	p. 220
Measuring Value	p. 221
Reporting to Management	p. 225
Seeking Feedback from the Organization	p. 229
Planning for "What's Next"	p. 233
The PMO Roadmap	p. 237
Summary	p. 239
The PMO as a Standards Organization	p. 241
Introduction	p. 241
The Standards Context	p. 242
Project Management Standards	p. 245
The Project Management Standards Development Process	p. 247
Assess	p. 248
Define and Document	p. 250
Validate	p. 254
Deploy	p. 256
Improve	p. 257
Transitioning from Standards to Integrated Methodology	p. 258
Managing Standards Compliance	p. 260
Project Management Toolsets	p. 262
Project Portfolio Management	p. 265
Establishing the Portfolio Management Process	p. 269
Project Selection	p. 272
The Project Selection Process	p. 276
The Project Proposal	p. 277
The Proposal Review Process	p. 278
The Project Selection Standard	p. 282
Developing the Portfolio	p. 284
Managing the Portfolio	p. 289
Perform Regular Project Status Updates	p. 290
Add and Remove Projects from the Portfolio	p. 291
Report Portfolio Status	p. 291
Validate and Improve the Portfolio	p. 293
A Note about Project Reporting	p. 295
Summary	p. 297
The PMO as a Knowledge Organization	p. 299
Introduction	p. 299
The Knowledge Problem	p. 300
Knowledge Management Opportunities	p. 302
The Project Management Knowledgebase	p. 303
Knowledge, Knowledge Everywhere...	p. 305
Developing a Knowledge Management Action Plan	p. 307
Finding a Knowledge Leader	p. 308
Determining Knowledgebase Scope	p. 309
Collecting Knowledge Assets	p. 310
Capturing External Knowledge	p. 312
Cataloging and Distributing Knowledgebase Contents	p. 313
Rollout and Critical Success Factors	p. 315
Beyond the Knowledgebase	p. 318
Education and Training	p. 320
The Project Management Training Plan	p. 322
Training Logistics	p. 326
What Form of Delivery Will Be Required?	p. 327
What Is the Scope of the Training?	p. 332
What Training Assets Must Be Developed?	p. 333
Who Will Develop the Training Materials?	p. 334
Who Will Deliver the Training?	p. 336
How Will Training Effectiveness Be Measured?	p. 340
The Training Abstract	p. 343
Developing a Training Roadmap	p. 344
The Role of Training in Project Management Career Path Development	p. 346
A Note about Alternate Training Sources	p. 347
Linking Training and Education	p. 348
Summary	p. 348
The PMO as a Consulting Organization	p. 349
Introduction	p. 349
Project and Process Consulting	p. 350
The Ad Hoc Consultant	p. 352
Formal PMO Consulting	p. 353
Project Proposal Development	p. 354
Project Kickoff and Team Building	p. 355
Troubled Project Recovery	p. 355
Project Tracking, Monitoring, and Reporting	p. 357
Project Auditing	p. 357
Lessons Learned and Project Closeout	p. 358
Finding the Right Mix	p. 358
The Consulting-Knowledge Link	p. 359
Mentoring	p. 362
Locating Mentors and Mentoring Participants	p. 365
The Role of Junior Mentors	p. 366
Managing the Mentoring Process	p. 368
Project Staff Augmentation and Active Project Management	p. 368
Project Staff Augmentation	p. 369
Active Project Management	p. 371
Summary	p. 373
Index	p. 375
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