The Power of Enterprise PMOs and Enterprise-Wide Project Management
Table of Contents
Foreword by Richard (Ric) Byham
Preface
Acknowledgments
SECTION I Overview
Chapter 1 Executive Office Level View
1.1 Project Business Management
1.2 Your Business Project, Program, and Portfolio Management
1.3 The Enterprise PMO as a Competitive Weapon and Its Benefits
1.4 Project Management as a Business Function
1.5 Impacts of Project Business Management Maturity
1.6 Factors of Project Business Management and Enterprise PMO Success
Chapter 2 The Enterprise PMO as a Business Organization
2.1 The Business Case for the Enterprise PMO
2.2 Typical Project Management Office Structure
2.3 Structuring the Enterprise PMO
Chapter 3 Enterprise-Wide Project Management as a Business Concept
3.1 Enterprise-Wide PM End-State Vision and Concept
3.2 Project Business Management-Integrating Project, Business, and Operations Management
3.3 Project Business Management: Six Key Factors
3.4 Institutionalizing Project Management Takes Commitment
Chapter 4 Integrating Projects with Business Strategies and Objectives
4.1 Methodology
4.2 Strategic Initiatives (Strategic) Planning
4.3 Business Objectives (Tactical) Planning
4.4 PBM Based Planning
4.5 Key Points for Project Business Management Planning Success
SECTION II Governance
Chapter 5 The EEnterprise PMO as a Management Method
5.1 The Enterprise PMO as a Business Strategy
5.2 The Enterprise PMO as a Business Objective
5.3 The Enterprise PMO in PBM Planning Operations
Chapter 6 Setting Policy and Establishing the Enterprise PMO Charter
6.1 Managing Business and Cultural Change
6.2 Issuing the Project Business Management Policy Statement
6.3 Issuing the Enterprise PMO Charter
Chapter 7 Managing Portfolios, Programs, and Projects
7.1 Role of the Enterprise PMO in Managing Portfolios, Programs, and Projects
7.2 The Enterprise PMO in Large or Global Enterprises
7.3 Division Project Management Office (Division PMO) Structure
7.4 Distributed Business Unit and Project PMOs
SECTION III Standardization
Chapter 8 What is Standardization?
Chapter 9 Identifying and Integrating Processes and Practices
9.1 Iterative Management Processes
9.2 Identifying and Selecting Applicable Process
9.3 Integrating the Enterprise’s Selected Processes
Chapter 10 Enterprise-Wide Project Business Management Methodology
10.1 Project Business Management Methodology: Models 1 through 5
10.2 Strategic Initiatives Development Processes: Model 1
10.3 Business Objective Development Processes: Model 2
10.4 Project-Portfolio Management Processes: Model 3
10.5 Project-Program Management Processes: Model 4
10.6 Project Management Processes: Model 5
10.7 Process Summary Examples
Chapter 11 Creating Policies, Plans, and Procedures
11.1 Determining the Need
11.2 Positive Management Actions and Procedural System Traits
11.3 Structured Development Approach
11.4 Procedural System Development Process
SECTION IV Capability
Chapter 12 Capabilities and Competency
12.1 Enterprise Capabilities
12.2 What Is Competence in Management?
12.3 Project Management Competency Model
12.4 Portfolio Program, and Project management Career Paths
Chapter 13 Education and Training
13.1 Training Program Plan Overview
13.2 Training Goals
13.3 Training Organizational Structure and Responsibilities
13.4 Training Course Development/Scheduling/Registration
13.5 Training Program
Chapter 14 Effective and Efficient Work Breakdown Structures (WBS)
14.1 What Is Work Structuring?
14.2 Why Is a Enterprise WBS Prepared and What Are the Benefits?
14.3 What Makes a Successful Enterprise-Wide Work Breakdown Structure?
14.4 How to Design and Build an Enterprise WBS
14.5 How to Prepare an Enterprise WBS
Chapter 15 Project Business Management (PBM) System .
15.1 What Is a PBM System?
15.2 What Are the Purposes and Benefits of the PBM Information System?
15.3 User Interface
15.4 Data Processors
15.5 Data Warehouse
15.6 Actual Costs and Accounting Systems Interfaces
Chapter 16 Earned Value and Real Project Cost Accounting
16.1 Earned Value Measurements
16.2 Project Cost Accounting Methodology
Chapter 17 Communications and Risk Management
17.1 Communications Management
17.2 Risk Management
SECTION V Planning and Execution
Chapter 18 PBM Methodology – Integrated Planning and Execution
18.1 Five Elements of Project Business Management Planning
18.2 Gate Review Process
18.3 Cost Benefit of Project Business Management Planning
18.4 PBM Methodology Stakeholders
Chapter 19 PBM Methodology – Strategic Business Development
19.1 Identifying and Compiling Business Strategies
19.2 Documenting the Strategic Business Plan and Business Cases
19.3 Executing the Business Strategies
Chapter 20 PBM Methofology – Business Objective Development
20.1 Developing Business Objectives
20.2 Documenting Business Objectives
20.3 Prioritizing Business Objectives for Execution
20.4 Executing the Business Objectives
Chapter 21 PBM Methodology Component Selection and Initiation
21.1 PBM Component Organization and Selection
21.2 PBM Component Initiation
Chapter 22 Project-Portfolio, Project-Program, and Project Authorization
Chapter 23 Project-Portfolio PBM Methodology Planning and Execution
23.1 Project-Portfolio Initiation Processes
23.2 Project-Portfolio Planning Processes
23.3 Project-Portfolio Executing Processes
23.4 Project-Portfolio Monitoring and Controlling Process
23.5 Project-Portfolio Closing Processes
Chapter 24 Project-Program PBM Methodology Planning and Execution
24.1 Project-Program Initiation Processes
24.2 Project-Program Planning Processes
24.3 Project-Program Executing Processes
24.4 Project-Program Monitoring and Controlling Processes
24.5 Project-Program Closing Processes
Chapter 25 Project PBM Methodology Planning and Execution
25.1 Project Initiating Processes
25.2 Project Planning Processes
25.3 Project Executing Processes
25.4 Project Monitoring and Controlling
25.5 Project Closing Processes
SECTION VI Sustainability and Maturity
Chapter 26 Process and Practice Maturity
26.1 Maturity Concept
26.2 Project Management Maturity Cost Perspective
26.3 Stages of Project Business Management Maturity
26.4 Project Business Management Maturity Model
26.5 Components of Maturity
26.6 Evaluating Maturity
26.7 Improving Maturity
Chapter 27 PMO Case Study Results
27.2 Results Analysis
27.3 Study Conclusions
27.4 PMO Case Study Sustainability Conclusions
Epilogue
Appendix A – List of Forms, Tools, and Templates URLs
Appendix B – Project Business Management Maturity Evaluation Mode, Purpose and URLs
Appendix C – PMO Case Study Survey and PMO Case Studies – Purpose and URLs
Appendix D – Enterprise Environmental Factors and Organizational Process Assests
Glossary
Bibliography
Index of Figures and Tables
List of Figures
List of Tables
Note: PDF Files of the materials in this book can be ordered through www.pbmconcepts.com
