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The Strategic Project Office, Second Edition : PM Solutions Research - J. Kent Crawford

The Strategic Project Office, Second Edition

PM Solutions Research

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Published: 29th September 2010
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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 in 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® Guide
  • A CD-ROM with time-saving templates and forms

The 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

The 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

List of Figuresp. xi
List of Tablesp. xiii
Forewordp. xv
Prefacep. xvii
Acknowledgmentsp. xxv
Introduction: The PMO Concept, Then and Nowp. xxvii
The Authorsp. xlix
The Strategic PMO: Aligning Projects and Strategyp. 1
Overviewp. 2
The Link between Strategy and Projectsp. 5
Strategy and Projects Research Studyp. 7
Why Align Projects with Strategy?p. 7
How Alignment Resolves Project Management Problemsp. 8
Strategy & Projects: Research Findingsp. 8
The Strategy & Projects Frameworkp. 11
Best-Practice Examplesp. 15
Notesp. 15
PMO Business Case, Organization Structure, and Functionsp. 17
The Evolving Enterprisep. 17
Many "Ps" Make a Strong Business Casep. 27
Organizational Structure for Projectsp. 28
Types of PMOsp. 31
Functions of the Project Management Officep. 34
Project Supportp. 34
Software Toolsp. 37
Processes, Standards, and Methodologiesp. 38
Trainingp. 41
Consulting and Mentoringp. 41
Project Managersp. 42
Integration of the Project Management Officep. 43
Evolving PMO Functionsp. 44
Notesp. 45
The Starting Gate: Assessing Your Current Conditionp. 47
Maturity and the PMOp. 48
A Maturing Professionp. 48
Defining Maturity and Capabilityp. 48
Preassessment Evaluationp. 55
Baseline Maturity Assessmentp. 59
PM HealthCheck: Understanding an Organization's Project Management Maturityp. 59
Identification of Issues and Risksp. 66
Gap Analysisp. 68
Conclusionp. 72
An Iterative Processp. 72
Talking Pointsp. 73
Notesp. 74
PMO Planning, Preparation, and Strategyp. 75
The Project Charter: Agreeing on a Destinationp. 76
Objectives and Milestones: The Map to Your Destinationp. 77
Specificp. 77
Measurablep. 77
Agreed Uponp. 79
Realisticp. 79
Time-Constrainedp. 79
Using Gap Analysis to Set Milestonesp. 80
Delivering Value with Specific Short-and Long-Term Objectivesp. 81
Implementation Strategyp. 81
Establish the Foundationp. 82
Startup with Short-Term Initiativesp. 83
Rollout with Long-Term Solutionsp. 85
Support and Improvementp. 86
A Project Office or a Project Management Culture?p. 86
However ... Five Ways to Failp. 91
Measuring Success: How to Know When You Have Arrivedp. 93
Metricsp. 93
Communications Planningp. 94
Best Practice: Communicationsp. 94
Purposep. 96
Origination and Timingp. 97
Project Communications Plan Guidelinesp. 98
PMO Value-Adding Strategy: Rein in Runaway Projectsp. 99
Early Warningsp. 99
In-Progress Problem Indicatorsp. 100
Pulling on the Reinsp. 101
Notesp. 103
Establishing a Project Management Methodology and PMO Governancep. 105
Defining Our Termsp. 105
Five Steps to Establishing a Methodologyp. 107
What Are the Elements of a Methodology?p. 109
Consistency/Repeatabilityp. 110
Scalability to Projects of Varying Size and Complexityp. 114
Overview of a Sample Methodologyp. 116
The Processesp. 116
The Templatesp. 119
Quality and PM Methodologyp. 119
Quality of Deliverables: The Productp. 122
Quality of the Project Management Processp. 124
How Good Is Your Methodology?p. 130
Governance: Balancing Order with Creativityp. 131
Defining Governancep. 133
Process Governancep. 134
Methodology and Standardsp. 134
People and Structure Governancep. 135
A Governance Frameworkp. 135
Best Practices in Governancep. 136
Notesp. 137
Project Portfolio Management and the Strategic PMOp. 139
The Evolution from Project to Portfoliop. 139
The Business Casep. 142
Overall Benefitsp. 147
PPM in the Strategic PMO: Where Strategic Planning Meets Project Executionp. 147
The Strategic PMO: An Organizational Home for PPMp. 148
Governance and PPMp. 151
Assessing Organizational Readinessp. 152
The Fundamental Components of PPMp. 155
Six Key Processesp. 156
Four Areas of Integrationp. 157
How Do Organizations Implement PPM Practices?p. 166
Start Small and Keep It Simplep. 166
Best Practices for PPMp. 168
Notesp. 169
The Strategic People Management Office: Human Capital and the PMOp. 171
The Resource Crunchp. 171
People Make the PMOp. 172
Staffing the Strategic PMOp. 176
Strategic PMO Directorp. 177
Project and Program Managersp. 184
Project Supportp. 185
Project Teamsp. 186
Other Team Membersp. 187
A Note on Mentoringp. 188
Project Mentoringp. 189
Competency Identificationp. 189
Training and Mentoringp. 191
Performance Measurement and Rewardsp. 195
Career Paths and Leadership Developmentp. 197
Best Practices for People Management in the Strategic PMOp. 200
Rolling Out the Strategic PMO: All Aboardp. 201
The Executive Rolep. 201
Identifying the Executive Sponsorp. 203
Management Participation: The PMO Steering Committeep. 205
How to Select a PMO Steering Committeep. 208
Notesp. 208
The Technical Infrastructure: Using It to Facilitate Project Collaboration and Performance Measurementp. 211
Why Do You Need PMO Software?p. 212
Software Functionality and PMO Complexityp. 215
Project Management Approachp. 215
PMO Levelp. 216
Portfolio Management Software Issuesp. 220
Additional Software Concernsp. 222
What Are the Best Practices for Selection?p. 224
Rollout: Putting the Tools to Workp. 228
Notesp. 230
Changing Organizational Culturep. 233
Climate or Culture-Which Do I Change?p. 234
Organizational Needs: Flexibility and Creativityp. 235
Creating a Project Culture: From the Topp. 236
Specific Guidance on Changing Your Culturep. 236
Measuring for Resultsp. 242
Change Processesp. 243
The Scenario Approachp. 243
A Project Management Approach to Changep. 244
Readying the Troops for Battlep. 245
Overcoming Barriers to Changep. 247
People and Powerp. 247
Organizational Politics, Roles, and Responsibilitiesp. 249
The Impact of Change on Peoplep. 250
The 15-15-70 Rulep. 251
Using Language to Create Communityp. 252
You Made It: Signs of a Project Culturep. 253
Notesp. 254
Knowledge Management and the PMO: Tracking Benefits and Learning From Experiencep. 255
Knowledge Management: The Short Coursep. 255
Knowledge Repositoriesp. 257
Key Success Factors in KMp. 258
Barriers to KM Successp. 259
Capturing Lessons Learned-and Beyondp. 261
Project Closeout: The Knowledge Goldminep. 264
Postproject Reviewp. 265
Why Are We So Bad at This?p. 266
The PMO as a Community of Practicep. 268
Benchmarkingp. 272
Tracking Performance: Knowledge Is Powerp. 275
Where to Beginp. 275
A Model for Performance Measurementp. 277
Developing Performance Measuresp. 278
Measurement Planningp. 279
Piloting the Measurement Programp. 283
Some Cautions about Doing Internal Research Projectsp. 284
Conclusionp. 286
Notesp. 287
The State of the PMO 2007 to 2008p. 289
Selected PMO of the Year Winners (2007 and 2008)p. 295
Project Management Assessment and Recommendation Reportp. 301
Indexp. 317
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9781439838129
ISBN-10: 1439838127
Series: PM Solutions Research
Audience: Professional
Format: Hardcover
Language: English
Number Of Pages: 394
Published: 29th September 2010
Publisher: Taylor & Francis Inc
Country of Publication: US
Dimensions (cm): 23.5 x 15.9  x 2.49
Weight (kg): 0.7
Edition Number: 2
Edition Type: New edition