The Power of Enterprise-Wide Project Management

Authors: Dennis Bolles , Darrel Hubbard
Pub Date: 2007
Your Price: $24.95
ISBN: 0814474047
Format: Hardcover

• Overview
• Table of Contents
• Sample Chapter
• Request an Evaluation Copy, INSTRUCTOR ONLY!

Table of Contents

Foreword by Richard (Ric) Byham xv
Preface: Project Management Is a Business Function xvii
Acknowledgments xxv

Section I Overview 1
Chapter 1 Executive Office Level View 3
1.1 Project Business Management 3
1.2 Your Business Project, Program, and Portfolio
Management 6
1.3 The EPMO as a Competitive Weapon and Its Benefits 9
1.4 Project Management as a Business Function 12
1.5 Impacts of Project Business Management Maturity 14
1.6 Factors of Project Business Management and
EPMO Success 16

Chapter 2 The EPMO as a Business Organization 18
2.1 The Business Case for the EPMO 18
2.2 Typical Project Management Office Structure 20
2.3 Structuring the EPMO 21

Chapter 3 Enterprise-Wide Project Management
as a Business Concept 25
3.1 EWPM End-State Vision and Concept 25
3.2 Project Business Management-Integrating Project,
Business, and Operations Management 27
3.3 Project Business Management: Six Key Factors 28
3.4 Institutionalizing Project Management Takes
Commitment 31

Chapter 4 Integrating Projects with Business Strategies
and Objectives 34
4.1 Methodology 34
4.2 Strategic Planning 37
4.3 Tactical Planning 40
4.4 PBM-Based Planning 41
4.5 Key Points for Project Business Management
Planning Success 41

Section II Governance 43
Chapter 5 The EPMO as a Management Method 45
5.1 The EPMO as a Business Strategy 45
5.2 The EPMO as a Business Objective 46
5.3 The EPMO in PBM Planning Operations 47

Chapter 6 Setting Policy and Establishing
the Charter 49
6.1 Managing Business and Cultural Change 49
6.2 Issuing the Project Business Management Policy
Statement 51
6.3 Issuing the EPMO Charter 53

Chapter 7 Managing Portfolios, Programs,
and Projects 55
7.1 Role of the EPMO in Managing Portfolios, Programs,
and Projects 55
7.2 The EPMO in Large or Global Enterprises 59
7.3 Division Project Management Office (DPMO) Structure 59
7.4 Distributed Business Unit and Project PMOs 65

Section III Standardization 77
Chapter 8 What is Standardization? 79
Chapter 9 Identifying and Integrating Processes
and Practices 82
9.1 Iterative Management Processes 82
9.2 Identifying and Selecting Applicable Process 83
9.3 Integrating the Enterprise’s Selected Processes 86
Chapter 10 Enterprise-Wide Project Business
Management Methodology 87
10.1 Project Business Management Methodology:
Models 1 through 5 88
10.2 Business Strategy Development Processes: Model 1 91
10.3 Business Objective Development Processes: Model 2 94
10.4 Portfolio Management Processes: Model 3 97
10.5 Program Management Processes: Model 4 101
10.6 Project Management Processes: Model 5 108
10.7 Process Summary Examples 116

Chapter 11 Creating Policies, Plans, and Procedures 117
11.1 Determining the Need 117
11.2 Positive Management Actions and Procedural
System Traits 119
11.3 Structured Development Approach 121
11.4 Procedural System Development Process 126

Section IV Capability 137
Chapter 12 Capabilities and Competency 139
12.1 Enterprise Capabilities 139
12.2 What Is Competence in Management? 140
12.3 Project Management Competency Model 142
12.4 Portfolio Program, and Project management
Career Paths 144

Chapter 13 Education and Training 152
13.1 Training Program Plan Overview 152
13.2 Training Goals 153
13.3 Training Organization Structure and
Responsibilities 156
13.4 Training Course Development/Scheduling/
Registration 157
13.5 Training Program Course Directory 158

Chapter 14 Effective and Efficient Work Breakdown
Structures 162
14.1 What Is Work Structuring? 162
14.2 Why Is an EWBS Prepared and What Are the Benefits? 166
14.3 What Makes a Successful Enterprise-Wide Work
Breakdown Structure? 168
14.4 How to Design and Build an EWBS 169
14.5 How to Prepare an EWBS 171

Chapter 15 Project Business Management System 174
15.1 What Is a PBMS? 174
15.2 What Are the Purposes and Benefits of the PBMIS? 177
15.3 User Interface 180
15.4 Data Processors 183
15.5 Data Warehouse 184
15.6 Actual Costs and Accounting Systems Interfaces 186

Chapter 16 Earned Value and Real Project
Cost Accounting 188
16.1 Earned Value Measurements 189
16.2 Project Cost Accounting Methodology 190

Chapter 17 Communications and Risk
Management 198
17.1 Communications Management 198
17.2 Risk Management 201

Section V Execution 205
Chapter 18 PBMM Integrated Planning and
Execution 207
18.1 Five Elements of Project Business Management
Planning 208
18.2 Gate Review Process 209
18.3 Cost Benefit of Project Business Management
Planning 210
18.4 PBM Methodology Stakeholders 213

Chapter 19 PBMM Strategic Business Development 216
19.1 Identifying and Compiling Business Strategies 217
19.2 Documenting the Strategic Business Plan and
Business Cases 218
19.3 Executing the Business Strategies 222
Chapter 20 PBMM Business Objective
Development 224
20.1 Developing Business Objectives 225
20.2 Documenting Business Objectives 233
20.3 Prioritizing Business Objectives for Execution 233
20.4 Executing the Business Objectives 243

Chapter 21 PBMM Component Selection
and Initiation 244
21.1 PBM Component Organization and Selection 244
21.2 PBM Component Initiation 251

Chapter 22 Portfolio, Program, and Project
Authorization 254

Chapter 23 Portfolio PBMM Planning and
Execution 259
23.1 Portfolio Initiation Processes 259
23.2 Portfolio Planning Processes 259
23.3 Portfolio Executing Processes 261
23.4 Portfolio Monitoring and Controlling Process 263
23.5 Portfolio Closing Processes 264

Chapter 24 Program PBMM Planning and
Execution 266
24.1 Program Initiation Processes 266
24.2 Program Planning Processes 266
24.3 Program Executing Processes 267
24.4 Program Monitoring and Controlling Processes 269
24.5 Program Closing Processes 272

Chapter 25 Project PBMM Planning and
Execution 273
25.1 Project Initiating Processes 273
25.2 Project Planning Processes 274
25.3 Project Executing Processes 275
25.4 Project Monitoring and Controlling 275
25.5 Project Closing Processes 279
Section VI Maturity 281
Chapter 26 Process and Practice Maturity 283
26.1 Maturity Concept 283
26.2 Project Management Maturity Cost Perspective 285
26.3 Stages of Project Business Management Maturity 286
26.4 Project Business Management Maturity Model 287
26.5 Components of Maturity 289
26.6 Evaluating Maturity 295
26.7 Improving Maturity 296

Chapter 27 PMO Case Study Results 297
27.1 Study Results 299
27.2 Results Analysis 300
27.3 Study Conclusions 301

Epilogue 303

Appendix A List of Forms, Tools, and Templates
URLs 305
Appendix B Project Business Management Maturity
Evaluation Model
Purpose and URLs 307
Appendix C PMO Case Study Survey
Purpose and URLs 309
Index 311

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