2nd Edition

The Strategic Project Office

By J. Kent Crawford Copyright 2010
    394 Pages 29 B/W Illustrations
    by CRC Press

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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
    • Downloadable resources 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 Strategic PMO: Aligning Projects and Strategy
    Overview
    The Link between Strategy and Projects
    Strategy and Projects Research Study
         Why Align Projects with Strategy? 
         How Alignment Resolves Project Management Problems 
         Strategy & Projects: Research Findings 
         The Strategy & Projects Framework
    Best-Practice Examples

    PMO Business Case, Organization Structure, and Functions
    The Evolving Enterprise
    Many "Ps" Make a Strong Business Case
    Organizational Structure for Projects 
         Types of PMOs
    Functions of the Project Management Office 
         Project Support
    Software Tools
    Processes, Standards, and Methodologies
    Training
    Consulting and Mentoring
    Project Managers
    Integration of the Project Management Office
    Evolving PMO Functions

    The Starting Gate: Assessing Your Current Condition
    Maturity and the PMO 
         A Maturing Profession 
         Defining Maturity and Capability
    Preassessment Evaluation 
    Baseline Maturity Assessment 
         PM HealthCheck: Understanding an Organization’s Project Management Maturity
    Identification of Issues and Risks
    Gap Analysis
    Conclusion 
         An Iterative Process
    Talking Points

    PMO Planning, Preparation, and Strategy
    The Project Charter: Agreeing on a Destination
    Objectives and Milestones: The Map to Your Destination
         Specific 
         Measurable 
         Agreed Upon 
         Realistic 
         Time-Constrained
    Using Gap Analysis to Set Milestones
    Delivering Value with Specific Short- and Long-Term Objectives
    Implementation Strategy 
         Phase I: Establish the Foundation 
         Phase II: Startup with Short-Term Initiatives 
         Phase III: Rollout with Long-Term Solutions 
         Phase IV: Support and Improvement 
         A Project Office or a Project Management Culture? 
         However … Five Ways to Fail
    Measuring Success: How to Know When You Have Arrived
         Metrics 
         Communications Planning
    Best Practice: Communications 
         Purpose 
         Origination and Timing 
         Project Communications Plan Guidelines
    PMO Value-Adding Strategy: Rein in Runaway Projects 
         Early Warnings 
         In-Progress Problem Indicators 
         Pulling on the Reins

    Establishing a Project Management Methodology and PMO Governance
    Defining Our Terms
    Five Steps to Establishing a Methodology
    What Are the Elements of a Methodology? 
         Consistency/Repeatability 
         Scalability to Projects of Varying Size and Complexity
    Overview of a Sample Methodology 
         The Processes 
         The Templates
    Quality and PM Methodology 
         Quality of Deliverables: The Product 
         Quality of the Project Management Process 
         How Good Is Your Methodology?
    Governance: Balancing Order with Creativity
    Defining Governance 
         Process Governance 
         Methodology and Standards 
         People and Structure Governance
    A Governance Framework 
         Best Practices in Governance

    Project Portfolio Management and the Strategic PMO
    The Evolution from Project to Portfolio 
         The Business Case 
         Overall Benefits
    PPM in the Strategic PMO: Where Strategic Planning Meets Project Execution 
         The Strategic PMO: An Organizational Home for PPM
    Governance and PPM
    Assessing Organizational Readiness
    The Fundamental Components of PPM 
         Six Key Processes 
         Four Areas of Integration
    How Do Organizations Implement PPM Practices? 
         Start Small and Keep It Simple
    Best Practices for PPM

    The Strategic People Management Office: Human Capital and the PMO
    The Resource Crunch
    People Make the PMO 
    Staffing the Strategic PMO 
         Strategic PMO Director 
         Project and Program Managers 
         Project Support
         Project Teams 
         Other Team Members 
         A Note on Mentoring 
         Project Mentoring
    Competency Identification 
         Training and Mentoring 
         Performance Measurement and Rewards
    Career Paths and Leadership Development
    Best Practices for People Management in the Strategic PMO
    Rolling Out the Strategic PMO: All Aboard 
         The Executive Role 
         Identifying the Executive Sponsor 
         Management Participation: The PMO Steering Committee 
         How to Select a PMO Steering Committee

    The Technical Infrastructure: Using IT to Facilitate Project Collaboration and Performance Measurement
    Why Do You Need PMO Software?
    Software Functionality and PMO Complexity 
         Project Management Approach 
         PMO Level 
         Portfolio Management Software Issues 
              Additional Software Concerns
    What Are the Best Practices for Selection?
    Rollout: Putting the Tools to Work

    Changing Organizational Culture
    Climate or Culture—Which Do I Change?
         Organizational Needs: Flexibility and Creativity
    Creating a Project Culture: From the Top 
         Specific Guidance on Changing Your Culture
    Measuring for Results
    Change Processes 
         The Scenario Approach 
         A Project Management Approach to Change
    Readying the Troops for Battle
    Overcoming Barriers to Change 
         People and Power 
         Organizational Politics, Roles, and Responsibilities
    The Impact of Change on People
    The 15-15-70 Rule
    Using Language to Create Community
    You Made It: Signs of a Project Culture

    Knowledge Management and the PMO: Tracking Benefits and Learning from Experience
    Knowledge Management: The Short Course 
         Knowledge Repositories
         Key Success Factors in KM 
         Barriers to KM Success
    Capturing Lessons Learned—and Beyond
    Project Closeout: The Knowledge Goldmine
         Post-project Review 
         Why Are We So Bad at This?
    The PMO as a Community of Practice
    Benchmarking
    Tracking Performance: Knowledge Is Power 
         Where to Begin
    A Model for Performance Measurement
         Developing Performance Measures
         Measurement Planning
    Piloting the Measurement Program
    Some Cautions about Doing Internal Research Projects
    Conclusion

    Appendices:
    The State of the PMO 2007 to 2008
    Selected PMO of the Year Winners (2007 and 2008)
    Project Management Assessment and Recommendation Report

    Biography

    J. Kent Crawford, PMP, is the founder and CEO of Project Management Solutions, Inc. (PM Solutions), a management consulting and training firm headquartered in Glen Mills, Pennsylvania. The company specializes in applying the project management discipline throughout organizations to improve enterprise business performance. Prior to establishing PM Solutions, Crawford served as president and chairman of the Project Management Institute (PMI®). Crawford is a recipient of the PMI Fellow Award and the award-winning author of The Strategic Project Office: A Guide to Improving Organizational Performance (for which he won the 2002 David I. Cleland Project Management Literature Award from PMI), Project Management Maturity Model: Providing a Proven Path to Project Management Excellence, and Optimizing Human Capital with a Strategic Project Office. His latest book, Seven Steps to Strategy Execution, provides the framework for organizations to execute and deliver corporate strategy through the use of Strategy Performance Management.

    Jeannette Cabanis Brewin is editor-in-chief for PM Solutions.

    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.

    Written for project managers, project office directors, their managers, and executives, this volume outlines the creation of a project management center and the four primary areas of knowledge and practice regarding the project management office (PMO): governance and portfolio management, resource optimization, organizational change, and performance measurement. This edition addresses research on the status and roles of today's PMO and best practices, along with new and updated information on the use of collaborative and social media tools in project management and human resources aspects of managing project personnel; new chapters on project portfolio management and aligning projects and strategy; new information on using the strategic project office as a strategy management center; and updated content reflecting the latest standards of the Project Management Institute. A CD-ROM is included.
    —In Research Book News, booknews.com, February 2011

    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