It’s been shown again and again that business components from R & D to systems, engineering to manufacturing can benefit from a project-centered management approach. Now, organizations that have had success at the departmental or divisional level are taking the project management approach to new levels, adopting PM standards into across-the-board management philosophies and business strategies. This new model is known as the Project Management Center of Excellence. PMCoEs need every group within the organization to work under the PM model, but more important, they need the proper tools to implement PM standards in new areas. A crucial tool in developing project management objectives across the company, this book covers: * Positioning project management as a business strategy * Creating and managing an organizational PM portfolio * Education, training, and internal PM certification programs * Classifying projects, benchmarking, and mapping a methodology

Your first business process management (BPM) projects, although radically different in the tooling and the methodology for those people who are directly involved in the project, will be chartered, funded, measured, and managed as with any other IT project. However, for an enterprise to accelerate the radical value that a BPM project proves, the enterprise must transform. Change must occur around projects. Funding, staffing, governance, infrastructure, and virtually every aspect of how BPM solutions are implemented, must change before the enterprise can mature to meet those strategic goals that accelerate the value of BPM beyond a handful of projects. This change is the BPM transformation. Unlike the challenges of the first few BPM projects, this transformation represents an unprecedented challenge to those enterprises that are midway through the pursuit of BPM excellence. This IBM® RedpaperTM publication seeks to eliminate the uncertainty that organizations face in this next generation of BPM, maturing beyond the success of BPM projects. The goals and concepts of dozens of mature BPM organizations are consolidated here and categorized to provide you with clear mandates, with hope that this clarity will provide purpose, and that this purpose will drive excellence. The audience for this IBM Redpaper includes Executive Sponsors, Team Leaders, Lead Architects, Infrastructure Owners, and in general, anyone interested in transforming the enterprise around BPM principles to create a Center of Excellence (CoE).

This handbook developed by the Project Management Institutes Program Management Office Specific Interest Group (PMOSIG) provides practical guidance to the project Management and PMO community on a variety of topics in the areas of: PMO Strategic and Tactical Management, PMO Governance, PMO Services, PMO Set-up and Execution, and PMO Performance and Maturity. It features insightful contributions from more than 20 subject matter experts, successful practitioners, distinguished authors and thought leaders with a variety of backgrounds and experiences from around the World. The authors include best practices and case studies for successfully aligning PMOs to business objectives, and delivering benefits/ROI, as well as numerous proven tools, templates, policies, procedures, standards, methodologies and processes for successfully developing, and managing PMOs and for expanding their scope of services.

ADVANCED PROJECT MANAGEMENT AUTHORITATIVE STRATEGIES FOR IMPLEMENTING PROJECT MANAGEMENT Senior managers at world-class corporations open their office doors to discuss case studies that demonstrate their thought processes and actual strategies that helped them lead their companies to excellence in project management in less than six years! Following the Project Management Institute’s Body of Knowledge (PMBOK®), industry leaders address: Project risk management Project portfolio management The Project Office Project management multinational cultures Integrated project teams and virtual project teams

This hugely informative and wide-ranging analysis on the management of projects, past, present and future, is written both for practitioners and scholars. Beginning with a history of the discipline’s development, Reconstructing Project Management provides an extensive commentary on its practices and theoretical underpinnings, and concludes with proposals to improve its relevancy and value. Written not without a hint of attitude, this is by no means simply another project management textbook. The thesis of the book is that ‘it all depends on how you define the subject’; that much of our present thinking about project management as traditionally defined is sometimes boring, conceptually weak, and of limited application, whereas in reality it can be exciting, challenging and enormously important. The book draws on leading scholarship and case studies to explore this thesis. The book is divided into three major parts. Following an Introduction setting the scene, Part 1 covers the origins of modern project management – how the discipline has come to be what it is typically said to be; how it has been constructed – and the limitations of this traditional model. Part 2 presents an enlarged view of the discipline and then deconstructs this into its principal elements. Part 3 then reconstructs these elements to address the challenges facing society, and the implications for the discipline, in the years ahead. A final section reprises the sweep of the discipline’s development and summarises the principal insights from the book. This thoughtful commentary on project (and program, and portfolio) management as it has developed and has been practiced over the last 60-plus years, and as it may be over the next 20 to 40, draws on examples from many industry sectors around the world. It is a seminal work, required reading for everyone interested in projects and their management.

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 a five-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 that details 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.

Project Managers as Senior Executives maps out a model for advancement for program and project managers and contributes new thinking on the emerging leadership of project managers as senior executives. The research is published in two volumes. Volume I—Research Results, Advancement Model, and Action Proposals presents the results and proposals from the study and Volume 2—How the Research Was Conducted: Methodology, Detailed Findings, and Analyses contains the research-oriented materials from the study.

Managing the PMO Lifecycle (PMOLC) is a collective effort to highlight what goes into the set-up, the build-out and the sustainability of the Project Management Offices (PMOs). It provides the drivers, the benefits and the know-how.The book's main purpose is to be a reference guide for practitioners investing in setting up, building-out or supporting PMOs through providing a practical step by step guide and practical case studies.

Become equipped with the principles, knowledge, practices, and tools need to assume a leadership role in an organization. From Analyst to Leader: Elevating the Role of the Business Analyst uncovers the unique challenges for the business analyst to transition from a support role to a central leader serving as change agent, visionary, and credible leader.

Executives in the most forward-thinking businesses are taking project management beyond specific projects in manufacturing, product development, and IT, and adopting its powerful methods company-wide. This book describes in detail the four key functions, also known as the Four Pillars of the EPMO House of Excellence, that are crucial to building an effective Enterprise Project Management Office (EPMO).