Sobre o livro
Through PMO case studies from high-performing PMOs, operating within major enterprises, this book both explains and illustrates the practical implementation of PMO principles and theory. It provides answers to tough management questions such as “How do I gain executive support for chartering a PMO?” “What are the best practices for measuring project success?” “How do you create a sustainable PMO?” Eight case studies demonstrate how PMOs are positioned organizationally at the executive-level and function successfully within various enterprises.
Key information required to establish and operate a sustainable executive-led PMO is artfully provided by allowing the reader to benefit from the experiences of others who have improved the performance of their projects, project-programs, and project-portfolios to maximize their business related value and benefits delivered. The PMO case study model and framework employed is a powerful tool that works as a facilitator vehicle for the analysis and implementation of any PMO organizational strategy. This book offers practical examples of lessons learned that are valuable whether your enterprise is considering creating an enterprise-level PMO or already has an established PMO and is looking to provide sustained value and benefits.
The book, The Power of Enterprise PMOs and Enterprise-Wide Project Management, established the Project Management Organization, the PMO, as an executive-level functional business-organization within enterprises, that desired to achieve business leadership positions within their industries. This executive-level implementation was confirmed by the book A Compendium of PMO Case Studies – Volume I, which contained eleven enterprises, and it continues to be confirmed by this Volume II set of eight executive-level PMO Case Studies. In addition, these case studies emphasize that the PMO of yesterday never was, the PMO of today is not, and the PMO of tomorrow never will be just simply an “office.” The PMO is, was, and will continue to be a functional “organization” for the business management of projects, project-programs, and project-portfolios, which is a Project Business Management Organization.
The premise that an executive level, enterprise-wide Project Business Management Organization™ (PBMO™) should be created to implement and employ a Project Business Management Methodology for the management of diverse, resource intensive, and strategically aligned portfolios, programs, and projects across an enterprise, is viewed as simple, yet brilliant by readers of three related books – Building Project Management Centers of Excellence, The Power of Enterprise PMOs and Enterprise-Wide Project Management, and A Compendium of PMO Case Studies – Volume I.
Sumário
Section I Project Business Management Constructs , Framework, Model, and Organizations
Chapter 1 Project Business Management (PBM) Organization
1.1 Project Business Management Organization – The Construct
1.2 Project Business Management Organization –The Framework
1.2.1 Management Components of the Structure
1.2.2 Process Components of the Structure
1.3 Project Business Management Organization –The Model
1.4 Project Business Management Organization –Integration of Operations and Project Management
Chapter 2 Project Business Management – The Organizational Models and Components
2.1 Project Business Management Organization – The Construct
2.2 Project Business Management Organization –Model Evolution
2.2.1 Project Management Center of Excellence Model – 2002
2.2.2 Enterprise-Wide Project Management House of Excellence Model – 2006
2.2.3 Project Bus. Mgmt. Organization Model – Vol. II and Vol. I PMO Case Studies
2.3 Project Business Management – Components of the PBM Organizational Model
2.3.1 PBM Organization
2.3.2 PBM Governance
2.3.3 PBM Methodology
2.3.4 PBM Capability
2.3.5 PBM Planning
2.3.6 PBM Execution
2.3.7 PBM Sustainability
Section II Research MethPBMO Research Methodology and 2015 Research Instrument
Chapter 3 PBMO Case Study Research Methodology
4.1 Earlier PMO Research Methodology – 1997 through 2006
4.2 Volume I PBMO Research Methodology
4.2 Volume II PBMO Research Methodology
Chapter 4 PBMO 2015 Case Study Research Instrument
4.1 Enterprise Information
4.2 PBMO Demographics and Structure Information
4.3 PBMO Background
4.4 PBMO Challenges, Innovations, and Best Practices
4.5 PBMO Future Plans and Impacts
4.6 Projects/Programs/Portfolios Serviced by PBMO
4.7 PBMO Stakeholders and Stakeholder Involvement
4.8 PBMO Customers, Customer Requirements, and Customer Value Required
4.9 Services Provided by PBMO
4.10 PBMO Governance
4.11 PBMO Methodology / Standardization
4.12 PBMO Capability
4.13 PBMO Business Planning
4.14 PBMO Business Execution
4.15 PBMO Sustainability
4.16 Other PBMO Related Information
Section III PBMO as a Business Functional Organization and PBMO Implementation and Operation
Chapter 5 Research Results – PBMO as a Business Functional Organization
5.1 Organizational Project Business Management (OPBM)
5.2 The Project Business Management Organization (PBMO)
5.3 Types / Kinds / Names / Structures of PBMOs
5.3.1 Various Names for the PBMO Function
5.3.2 PBMO Name versus Leader’s Title and Direct Report Title
5.4 PBMO Positioning and Its Affects
5.5 PBMO Operational Roles, Responsibility, and Authority
5.6 Benefits and Value Delivered by PBMOs
5.6.1 Benefits and Value Added to Enterprise by PBMOs
5.6.2 PBMO Produced Benefits and Value Supporting PBMO Sustainability
5.7 PBMO Structures, Purpose, and Project Management Roles
5.7.1 PBMO Structures
5.7.2 PBMO Purpose and Project Management Roles
5.8 PBMO Support of Business Units in Operations
5.9 PBMO Management of Strategies
5.10 PBMO Management of Objectives
5.11 PBMO Project-Portfolio Management
5.12 PBMO Management of Project-Programs
5.13 PBMO Management of Projects
5.14 PBMO Management of Resources
5.15 PBMO Sustainability and Viability
5.16 PMO Maturity Assessment
5.17 PBMO Guidelines and Standards
Chapter 6 Research Results – PBMO Implementation and Operation
6.1 Demographic Data Results for PBMOs
6.1.1 Industries Represented
6.1.2 Products and Services Represented
6.1.3 PMO Size
6.2 Business Purposes and Creaion of the PBMO
6.3 PBMO Mission, Vision, Scope
6.3.1 PMO Mission
6.3.2 PMO Vision
6.3.3 PMO Scope / Goals
6.4 Overcoming Challenges to Implementing a PBMO
6.5 PMO’s Innovations and Best Practices
6.6 PMO Current Impacts on Enterprise’s Other Business Units
6.7 PMO Future Impacts within the Enterprise’s
6.8 PMO Operational Roles and Responsibilities
6.9 PMO Operational Sustainability
6.10 Role of Executives as Sponsors or Champions
6.11 Stakeholders and Project Sponsorship
6.12 PBMO Budgeting as an Overhead Organization
Section IV PMO Case Studies
Typical Case Study Survey Sections:
S-1 Enterprise and PMO Organization Information
S-2 PMO Background,Challenges, Innovations, and Best Practices
S-3 PMO Model and Framework Components
S3.1– PMO Governance
S3.2 – PMO Methodology / Standardization
S3.3 – PMO Capabilities
S3.4 – PMO Planning
S3.5 – PMO Execution
S3.6 – PMO Sustainability
Chapter 7 United Nations Office for Project Services (UNOPS) PMO Case Study
Chapter 8 Ministry Health Care PMO Case Study
Chapter 9 Mayo Clinic PMO Case Study
Chapter 10 Jamaica National Building Society (JNBS) PMO Case Study
Chapter 11 ENTEL (EmpresaNacional de Telecomunicaciones) PMO Case Study
Chapter 12 Duke Energy Corporation PMO Case Study
Chapter 13 DTE Energy Company PMO Case Study
Chapter 14 The Doe Run Company PMO Case Study
Section V – Resource Materialies
Glossary
Bibliography
About the Authors
