The Complete Project Management Office Handbook: 3rd Edition (Hardback) book cover

The Complete Project Management Office Handbook

3rd Edition

By Gerard M. Hill

Auerbach Publications

741 pages | 23 B/W Illus.

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pub: 2013-09-05
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Description

This updated and completely revised edition of a bestseller extends the concepts and considerations of modern project management into the realm of project management oversight, control, and support. Illustrating the implications of project management in today’s organizations, The Complete Project Management Office Handbook, Third Edition explains how to use the project management office (PMO) as a business integrator to influence project outcomes in a manner that serves both project and business management interests.

Helping you determine if a PMO is right for your organization, this edition presents afive-stage PMO competency continuum to help you understand how to develop PMOs at different competency levels and associated functionalities. It also identifies five progressive PMO development levels to help you identify which level is best for your organization. Updates to this edition include:

  • A refinement of the 20 PMO functions that guide PMO setup and operations
  • A new section that provides an effective evaluation of PMO maturity indicators based on the prescribed 20 PMO functions presented in the handbook
  • A new section on Establishing a Project Management Office thatdetails a comprehensive process for determining the needs, purpose, and functionality for a new PMO
  • Best practices that have cross-industry value and applicability

The book includes checklists, detailed process steps, and descriptive guidance for developing PMO functional capability. The up-to-date PMO model defined will not only help you better understand business practices in project management, but will also help you to adapt and integrate those practices into the project management environment in your organization.

For anyone associated with start-up and smaller PMOs, the book explains what can be done to create less rigorous PMO functional capabilities. It also includes helpful insights for those who need to specify and demonstrate "quick-wins" and early PMO-based accomplishments in their organization.

Table of Contents

PRACTICE MANAGEMENT

Project Management Methodology

Project Environment Interface Concepts

Business Environment Interface Concepts

Project Management Methodology Activities across the PMO Continuum

Project Management Methodology Function Model

Establish Basis for Project Management Methodology

Convene Methodology Development Team

Prepare Methodology Deployment Strategy

Examine Current Practices

Develop Methodology Solution

Identify Methodology Components

Design Life Cycle Processes

Develop Project Management Practices

Introduce Methodology Platform

Conduct Methodology Implementation

Plan Methodology Implementation

Plan Project Transition

Conduct Methodology Training and Implementation

Manage Methodology Maturity

Evaluate Methodology Implementation

Analyze Methodology Performance

Manage Methodology Maintenance

Postscript for the Smaller PMO

Establish Simple, Critical Processes for Project Management

Gain Increased Support for Process Expansion

Expand and Incorporate Technical and Business Processes

Project Management Tools

Project Environment Interface Concepts

Business Environment Interface Concepts

Project Management Tools Activities across the PMO Continuum

Project Management Tools Function Model

Select Project Management Tools

Identify the Need for Project Management Tools

Examine General Types of Project Management Tools

Assess Specific Project Management Tools

Acquire Project Management Tools

Implement Project Management Tools

Plan Tool Implementation

Plan Tool Transition

Conduct Tool User Training

Conduct Tool Implementation

Evaluate Tool Performance

Identify and Resolve Utilization Problems

Identify and Resolve Functional Problems

Assess Overall Tool Effectiveness

Postscript for the Smaller PMO

Standards and Metrics

Project Environment Interface Concepts

Business Environment Interface Concepts

Standards and Metrics Activities across the PMO Continuum

Standards and Metrics Function Model

Implement Project Management Standards

Examine Standards Sources

Identify Applicable Standards

Introduce Preferred Standards

Conduct Benchmarking

Determine Project Metrics Requirements

Identify Process Management and Improvement Metrics

Identify Project Performance Metrics

Identify Business Management Metrics

Introduce and Use Project Metrics

Establish Metrics Measurement Plan

Compare Metrics Performance

Establish Corrective Actions

Postscript for the Smaller PMO

Project Knowledge Management

Project Environment Interface Concepts

Business Environment Interface Concepts

Project Knowledge Management Activities across the PMO Continuum

Project Knowledge Management Function Model

Establish Knowledge Management Framework

Information Management

Document Management

Process Management

Collaboration Management

Project Archive and Reference Library Management

Introduce Knowledge Management System

Conduct Installation and Establish Connectivity

Perform Function and Feature Customization

Introduce Project Knowledge Management Content

Implement Knowledge Management System

Develop PMIS

Develop Executive Dashboard

Construct Project Management Library

Implement Online Project Collaboration

Implement Other Knowledge Management Tools

Postscript for the Smaller PMO

INFRASTRUCTURE MANAGEMENT

Project Governance

Project Environment Interface Concepts

Business Environment Interface Concepts

Project Governance Activities across the PMO Continuum

Project Governance Function Model

Prepare and Maintain PMO Charter

Define Business Purpose

Specify Organizational Alignment

Highlight Functional Responsibility

Specify PMO Authority

Identify PMO Funding

Develop Project Management Policies

Evaluate Policy Needs

Demonstrate Senior Management Support

Prepare Policy Guidance

Develop Project Classification Guidance

Examine Project Classification Purpose

Identify Project Classification Criteria

Implement Project Classification Guidance

Establish Project Manager Authority

Establish Executive Control Board

Determine Executive Oversight Requirements

Set Control Board Parameters

Prepare Control Board Operating Procedures

Align Business and Technical Committees

Postscript for the Smaller PMO

Assessment

Project Environment Interface Concepts

Business Environment Interface Concepts

Assessment Activities across the PMO Continuum

Assessment Function Model

Conduct Competency Assessments

Identify Competency Assessments

Perform Competency Assessments

Implement Competency Improvement Plans

Conduct Capability Assessments

Identify Capability Assessments

Perform Capability Assessments

Implement Capability Improvement Plans

Conduct Maturity Assessments

Identify Maturity Assessments

Perform Maturity Assessments

Implement Maturity Advancement Plans

Postscript for the Smaller PMO

Organization and Structure

Project Environment Interface Concepts

Business Environment Interface Concepts

Organization and Structure Activities across the PMO Continuum

Organization and Structure Function Model

Set Up the PMO Structure

Identify Staff Needs for PMO Functions

Introduce PMO Staff

Analyze and Establish PMO Relationships

Establish Project Team Structure

Specify Project Team and PMO Relationship

Define Standard Project Team Structure

Define Extended Project Team Alignment

Develop Stakeholder Participation

Manage Internal Project Team Stakeholders.

Manage Internal Oversight Stakeholders

Manage Internal-Support Stakeholders

Manage Customer Stakeholders

Manage Vendor/Contractor Stakeholders

Manage Other Project Stakeholders

Postscript for the Smaller PMO

Facilities and Equipment Support

Project Environment Interface Concepts

Business Environment Interface Concepts

Facilities and Equipment Support Activities across the PMO Continuum

Facilities and Equipment Support Function Model

Establish Project Team Requirements

Establish Work Space Requirements

Establish Equipment Requirements

Manage Project Facilities

Manage Facility Acquisition Options

Monitor Facility Utilization

Monitor Facility Disposition

Manage Project Equipment

Manage Equipment Acquisition

Manage Equipment Assignments

Manage Equipment Disposition

Postscript for the Smaller PMO

RESOURCE INTEGRATION

Resource Management

Project Environment Interface Concepts

Business Environment Interface Concepts

Resource Management Activities across the PMO Continuum

Resource Management Function Model

Acquire Project Resources

Identify Resource Providers

Establish Resource Requirements

Fulfill Resource Requests

Assign Project Resources

Prepare Resource Assignment Notifications

Obtain Individual Resource Commitments

Introduce Resources to the Project Team

Deploy Project Resources

Perform Deployment Administration

Identify and Arrange Relevant Training

Monitor Travel Arrangements

Manage Resource Performance

Develop Performance Management Guidance

Conduct Project Resource Performance Reviews

Monitor Project Resource Performance

Close Project Resource Assignments

Coordinate Resource Extensions

Facilitate Resource Transfers and Reassignments

Manage Resource Terminations

Postscript for the Smaller PMO

Training and Education

Project Environment Interface Concepts

Business Environment Interface Concepts

Training and Education Activities across the PMO Continuum

Training and Education Function Model

Establish Training Program

Assess Training Needs

Determine Training Requirements

Identify Training Resources

Prepare Training Plan

Select and Develop Training Courses

Manage Training Program

Establish Training Registration Capability

Publicize and Promote Training Program

Conduct Project Management Training

Evaluate Training Program

Evaluate Training Plan Implementation

Evaluate Training Resources

Update Training Program

Postscript for the Smaller PMO

Career Development

Project Environment Interface Concepts

Business Environment Interface Concepts

Career Development Activities across the PMO Continuum

Career Development Function Model

Develop Project Management Career Path

Establish Project Management as a Professional Discipline

Develop Basis for Executive Support

Define Career Advancement Model

Construct Position Descriptions and Qualifications

Integrate New Career Path into the Organization

Support Project Management Career Planning

Provide General Career Guidance

Promote Business Skill Development

Implement Career Planning Support

Establish Professional Certification

Develop Project Management Certification Program

Facilitate Technical and Professional Certification

Postscript for the Smaller PMO

Team Development

Project Environment Interface Concepts

Business Environment Interface Concepts

Team Development Activities across the PMO Continuum

Team Development Function Model

Facilitate Cohesive Team Formation

Examine Project Team Composition

Develop Project Team Orientation Program

Integrate Vendors and Contractors

Facilitate Virtual Team Management

Establish Virtual Team Alignment

Facilitate Virtual Team Interactions

Introduce Virtual Team Technology

Enable Project Team Development

Promote Team Skill Learning

Develop Project Manager Tools and Techniques

Facilitate Leadership Development

Monitor Project Team Performance

Assess Team Dynamics

Examine Team Effectiveness

Conduct Team Improvement Activities

Postscript for the Smaller PMO

TECHNICAL SUPPORT

Mentoring

Project Environment Interface Concepts

Business Environment Interface Concepts

Mentoring Activities across the PMO Continuum

Mentoring Function Model

Establish Project Management Mentoring Program

Develop the Mentoring Approach

Identify Mentor–Protégé Roles and Responsibilities

Determine Mentor Sourcing Process

Engage Project Management Mentors

Identify Mentor Candidates

Conduct Mentor Candidate Qualification

Prepare Project Management Mentors

Conduct Project Management Mentoring

Identify Engagement

Assign Mentor(s)

Prepare for Mentoring Engagement

Perform Mentoring Engagement Activities

Close Out Mentor–Protégé Relationship

Evaluate Mentoring Program

Evaluate Mentor Performance

Monitor Mentoring Program Results

Postscript for the Smaller PMO

Project Planning

Project Environment Interface Concepts

Business Environment Interface Concepts

Project Planning Activities across the PMO Continuum

Project Planning Function Model

Establish Project Planning Capability

Define Project Plan Components

Implement Project Planning Processes and Tools

Establish Planning Facilitation and Support Capability

Facilitate Project Planning Workshop

Manage Planning Workshop Arrangements

Facilitate Project Work Plan Development

Perform Follow-Up Planning Support

Administer Project Planning

Specify Primary Project Management Plans

Recommend Essential Project Support Plans

Prepare Project Plan Content Guidance

Evaluate Project Planning

Postscript for the Smaller PMO

Project Auditing

Project Environment Interface Concepts

Business Environment Interface Concepts

Project Auditing Activities across the PMO Continuum

Project Auditing Function Model

Set Up Project Auditing Capability

Determine Project Auditing Needs

Identify Project Auditing Resources

Establish Project Audit Performance Points

Conduct Project Auditing.

Prepare for Project Audits and Reviews

Conduct Project Audit

Prepare Project Audit Report

Manage Project Auditing Results

Review Project Audit Results

Analyze Aggregate Program Results

Monitor Project Audit Follow-Up Actions

Postscript for the Smaller PMO

Project Recovery

Project Environment Interface Concepts

Business Environment Interface Concepts

Project Recovery Activities across the PMO Continuum

Project Recovery Function Model

Develop Recovery Assessment Process

Identify Recovery Indicators

Assess Project and Identify Problem Areas

Prepare Project Recovery Decision Package

Coordinate Project Recovery Decision

Plan and Conduct Project Recovery

Establish Project Recovery Team

Develop Project Recovery Plan

Stabilize Project Using Recovery Solution

Conclude Project Recovery

Capture Recovery Lessons Learned

Examine Project Management Indicators

Examine Project Selection Criteria

Examine Project Recovery Process

Update Routine and Project Recovery Remedies

Postscript for the Smaller PMO

BUSINESS ALIGNMENT

Project Portfolio Management

Project Environment Interface Concepts

Business Environment Interface Concepts

Portfolio Management Activities across the PMO Continuum

Project Portfolio Management Function Model

Set Up Project Portfolio Management

Validate Business Strategy and Interests

Identify Project Selection Criteria

Determine Project Selection Mechanism

Identify Project Portfolio Management Roles

Establish a Supportive Project Environment

Perform Project Selection

Conduct Project Screening

Develop Project Business Plan

Develop Project Resource Allocation Plan

Conduct Project Selection

Integrate Projects in the Portfolio

Validate Project Selection

Determine Project Priority

Approve Initial Project Funding

Conduct Project and Portfolio Reviews

Compile Project Performance Information

Conduct Project Gateway Reviews

Conduct Portfolio Reviews

Manage Portfolio Attrition

Perform Project Closeout

Assess Strategic Advantage

Assess Customer Satisfaction

Postscript for the Smaller PMO

Customer Relationship Management

Project Environment Interface Concepts

Business Environment Interface Concepts

Customer Relationship Management Activities across the PMO Continuum

Customer Relationship Management Function Model

Manage Customer Relationships

Manage Customer Project Opportunity Information

Manage Customer Business Information

Manage Customer Project Participation

Manage Customer Contracts

Produce and Manage Customer Proposals

Establish Customer Contracts

Conduct Customer Contract Administration

Manage Customer Satisfaction

Measure Customer Satisfaction

Conduct Customer Relationship Programs

Implement Customer-Centric Improvements

Postscript for the Smaller PMO

Vendor/Contractor Relationship Management

Project Environment Interface Concepts

Business Environment Interface Concepts

Vendor/Contractor Relationships Activities across the PMO Continuum

Vendor/Contractor Relationships Function Model

Manage Vendor/Contractor Relationships

Identify Vendor and Contractor Needs

Manage Vendor and Contractor Information

Prescribe Vendor and Contractor Participation

Manage Vendor/Contractor Acquisition

Identify and Qualify Vendors and Contractors

Solicit Vendor and Contractor Proposals

Prepare Vendor and Contractor Contracts

Manage Vendor/Contractor Performance

Administer Vendor and Contractor Contracts

Monitor Vendor and Contractor Performance

Postscript for the Smaller PMO

Business Performance Management

Project Environment Interface Concepts

Business Environment Interface Concepts

Business Performance Management Activities across the PMO Continuum

Business Performance Management Function Model

Develop Integrated Business Solutions

Demonstrate Project Management Business Value

Generate Executive Value Awareness

Align Business and Project Management Performance

Manage Business Collaboration

Conduct Operational Business Collaboration

Conduct Tactical Business Collaboration

Conduct Strategic Business Collaboration

Manage PMO Business Fulfillment

Manage PMO Business Function Evolution

Develop PMO and Enterprise Business Alignment

Postscript for the Smaller PMO

Appendix A

Appendix B

Index

About the Author

Gerard Hill is the Principal of Hill Methods, LLC, and has more than 25 years experience in project management practice design and implementation, information systems integration, and business process engineering. His specialty is enabling businesses to gain and sustain a competitive edge through development and implementation of total-practiceproject management solutions. He has conceived and constructed processes and practices that have enabled Fortune 100 and other client organizations to realize maximum benefit from their investment in project management.

Prior to introducing Hill Methods (formerly Hill Consulting Group), Mr. Hill was with ESI International, where he served as Vice President of Technical Services. His work included responsibility for international consulting programs, technical product design and development, and knowledge management. He also served as an instructor and frequent public forums speaker during his tenure with ESI.

Mr. Hill, as an internationally recognized thought leader, has led or contributed to the design and development of project management methodologies currently deployed by organizations around the world. He is the architect of capability and maturity assessments for business and project management. He also has particular expertise in designing and developing practical Project Management Office (PMO) solutions.

His recent work includes development of the new matrix-based ProjectPRISM Project Management Methodology, and this has been introduced in his new project management methodology publication. He has refined an approach to "PMO design and implementation" in a workshop based on the content of his PMO handbook publication. In recent years, Mr. Hill has chaired two annual and national scope Project Portfolio Management conferences in the United States. In 2008 he was an invited keynote speaker and presenter at two professional conferences in Milan, Italy; in 2009 he was a keynote speaker and presenter at the National PMI Project Management Meeting in Rio de Janeiro, Brazil, and at the Greece PMI Chapter Congress in Athens, Greece; and in 2010 he was an invited guest speaker at the PMI Poland Congress in Warsaw, Poland. He has also written articles published in professional journals around the world, and he has presented in webinars and at technical conferences and forums.

Mr. Hill’s broad competencies are based on an extensive educational background that includes a bachelor’s degree in Applied Mathematics (North Carolina State University), a master’s degree in Human Resource Management/Organization Development (Pepperdine University), and completion of the Advanced Management Program for Executives (Duke University, Fuqua School of Business).

Mr. Hill also holds a Master’s Certificate in Project Management from The George Washington University, and he is certified as a Project Management Professional (PMP) by the Project Management Institute.

Mr. Hill is the author of two books: The Complete Project Management Office Handbook, 2nd Edition (Auerbach Publications, 2007), and The Complete Project Management Methodology and Toolkit(CRC Press, 2010), which includes 96 tools on CD.

About the Series

ESI International Project Management Series

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Subject Categories

BISAC Subject Codes/Headings:
BUS101000
BUSINESS & ECONOMICS / Project Management
COM032000
COMPUTERS / Information Technology
COM051230
COMPUTERS / Software Development & Engineering / General