By Gerald I. Kendall
This accomplished e-book covers the method, strategies, and tactics wanted for profitable venture portfolio administration. It outlines a street map to extraordinary venture administration development and contains a exact implementation plan for either strategic making plans and a PMO that offers you measurable ends up in weeks. The authors delineate 4 techniques that get a PMO off the floor a lot speedier, using bottom-line price presently. It comprises actual PMO case reports, offers the way to review your PMO, illustrates how Six Sigma and the PMO can aid one another and be used to force bottom-line worth and provides the hot concept of Constraints 4x4 approach to strategic making plans and the serious Chain Multi-Project administration technique. . This ebook indicates you ways to show a PMO right into a worth computing device.
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Extra resources for Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed
In this model, standards and practices are established and voluntarily followed to help improve project delivery. In large organizations, this unit might be termed “Enterprise-Wide” or Enterprise Project Management Office (EPMO). This signifies that such a PMO has influence beyond one business unit or functional area. In some cases, the “project” in EPMO is viewed more from a program perspective. A program is a collection of projects that have something in common, usually a product line or business unit emphasis.
In this model, the PMO often helps in project setup and post-project reviews. This PMO, while providing meaningful tactical help, will always be second-guessed by the senior management team, especially during hard times. The executives, always challenged to provide a better bottom line, will constantly ask, “Do we really need this overhead? ” The reason this questioning occurs is that if a project is successful, the project manager, the team, and the functional sponsor grab the credit. The coach is often not awarded the credit.
However, more commonly we see some resource types, such as IT, used across many projects. Moreover, they are often assigned multiple projects at the same time. Consider, for example, Company A, a large financial services firm with more than 15,000 work force members spread across one dozen business units. In the 2002 fiscal year, there are 15 projects vital to the enterprise. These 15 projects involve multiple business units. All projects must be completed in the fiscal year, in order for each business unit and the overall organization to meet its goals.