The Power of Enterprise PMOs and Enterprise-Wide Project Management
Table of Contents

Foreword by Richard (Ric) Byham

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

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



Index of Figures and Tables 

List of Figures

List of Tables

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