The Strategic Project Office: 2nd Edition (Hardback) book cover

The Strategic Project Office

2nd Edition

By J. Kent Crawford

CRC Press

394 pages | 29 B/W Illus.

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pub: 2010-09-22
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Description

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
  • A CD-ROM 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

Reviews

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

Table of Contents

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

About the Author

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.

About the Series

PM Solutions Research

Learn more…

Subject Categories

BISAC Subject Codes/Headings:
BUS101000
BUSINESS & ECONOMICS / Project Management
COM032000
COMPUTERS / Information Technology
TEC009000
TECHNOLOGY & ENGINEERING / Engineering (General)