Advanced Project Portfolio Management and the PMO

Gerald I. Kendall, PMP, has over 30 years of related experience and is President of MarketKey, Inc., a consulting firm that specializes in the fields of project management and constraints management (TOC). He is a noted author, management consultant, public speaker, and training expert and an active member of PMI.Steven C. Rollins, MBA, PMP, a well-known leading expert in Enterprise Program/Project Management Office, is co-founder of the PMOUSA Network. Steve recently led the deployment of www.pmousa.com, which was launched as a free information source to PMOs in the United States. Plans are in the works to expand this important service worldwide. Mr. Rollins is the Executive Chair for the Mid America PMO Regional Group that operates as a chapter of the PMI PMO Specific Industry Group. As the former Knowledge Vice-Chair for the PMI Metrics SIG, Steve was responsible for leading the framework development and rollout of the first ever comprehensive project management metrics Knowledge Center in 2002. This leading expert is also a featured speaker to many organizations.

• Foreword by Harold Kerzner, Ph.D. Part I - Setting the Stage for a Successful PMO ImplementationChapter 1 - IntroductionChapter 2 - Why PMO Implementations FailChapter 3 - What Should a High Value PMO Do?Chapter 4 - Moving Project Management from the Cost Model to the Throughput ModelPart II - Strategic Planning: Choosing the Right Project MixChapter 5 - The Number One Reason for Project Manager StressChapter 6 - Applying Deming, Goldratt, and Six Sigma to Systems ThinkingChapter 7 - The 8 Major Subsystems that Strategic Planning and Project Management Must AddressChapter 8 - The 4x4 Approach to Strategic PlanningChapter 9 - The Right Marketing ProjectsChapter 10 - Securing the Future: The 10-year Advantage Via Theory of ConstraintsPart III - The PMO in DetailChapter 11 - The Governance Board and Prioritization ManagementChapter 12 - Linking Project Progress to Strategic ObjectivesChapter 13 - Delivery Management and AccelerationChapter 14 - Project Portfolio ManagementChapter 15 - Resource Portfolio ManagementChapter 16 - Asset Portfolio ManagementChapter 17 - Managing the Multi-Project Environment - The Critical Chain ApproachChapter 18 - Reducing Negative Human BehaviorChapter 19 - PMO Organizational ModelsChapter 20 - PMO Roles and ResponsibilitiesChapter 21 - Inputs and Outputs to a PMOChapter 22 - PMO Measurement SystemChapter 23 - EPM Tools and Their Value on Project DeliveryChapter 24 - PMO, PMI and the PMBOKPart IV - Implementing a PMOChapter 25 - The Executive Proposal in DetailChapter 26 - Obtaining Executive Buy-InChapter 27 - The PMO Value Proposition Maturity ModelChapter 28 - The Road Map to Implementing a PMO Executive Will EmbraceChapter 29 - Sustaining the PMO ValueChapter 30 - ConclusionsAppendix A - The PMO Maturity ModelIndex

"This is not only the most comprehensive book ever published on the subject, but it should certainly become the standard for PMO development for years to come. If your organization has a need for developing a PMO, this book should be required reading for all executives." Harold Kerzner, Best-Selling Author and President, Project Management Associates