Item description for Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed by Gerald I. Kendall & Steven C. Rollins...
This comprehensive book covers the strategy, tactics, and processes needed for successful project portfolio management. It outlines a road map to unprecedented project management improvement and includes a detailed implementation plan for both strategic planning and a PMO that gives you measurable results in weeks. The authors delineate four processes that get a PMO off the ground much faster, driving bottom-line value almost immediately. It includes real PMO case studies, provides a way to evaluate your PMO, illustrates how Six Sigma and the PMO can support each other and be used to drive bottom-line value and presents the new Theory of Constraints 4x4 method of strategic planning and the Critical Chain Multi-Project Management approach. . This book shows you how to turn a PMO into a value machine.
Promise Angels is dedicated to bringing you great books at great prices. Whether you read for entertainment, to learn, or for literacy - you will find what you want at promiseangels.com!
Est. Packaging Dimensions: Length: 1.25" Width: 6.25" Height: 9.5" Weight: 1.54 lbs.
Publisher J. Ross Publishing
ISBN 1932159029 ISBN13 9781932159028
Availability 1 units. Availability accurate as of Oct 22, 2016 08:14.
Usually ships within one to two business days from Momence, IL.
Orders shipping to an address other than a confirmed Credit Card / Paypal Billing address may incur and additional processing delay.
More About Gerald I. Kendall & Steven C. Rollins
Gerald is President and founder of MarketKey Inc.
Gerald I. Kendall currently resides in freeport, in the state of Florida.
Reviews - What do customers think about Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed?
Building a Different Kind of PMO Sep 20, 2008
Despite the fact that this reads (and sounds) like a whitepaper, it's a useful book which makes two points incredibly well:
Point #1) Too many organizations try to save money on projects (cost efficiency) when the benefits of completing the project earlier far outweigh the potential cost savings.
You might, for example, be able to complete project X with perfect resource management (all staff are perfectly busy!) in 100 days for $1 million. Alternatively, you could hire some extra people and have them sitting around occasionally at a total cost of $1.3 million, but the project would be completed in only 60 days.
What's that 40 day difference worth? Well, if the project is strategic in nature, it could be worth everything. It could mean being first to market with a new product or possessing a required capability for an upcoming bid which you don't even know about yet. It could mean impressing the heck out of some skeptical new client or being prepared for a surprise audit. Sometimes the benefits outweigh the cost savings.
Point #2) Project management exists only to better deliver benefits and capabilities. It doesn't exist for its own sake, it's not some kind of innately useful, primordial thing. If it isn't helping deliver benefits and capabilities, then you can send the whole rattling project management caravan off the side of a tall cliff.
This is where so many organizations get themselves into trouble. They hire a bunch of project managers and demand they follow this or that methodology. But why? Is it because -- well -- this is what everybody else is doing? Or is it because this methodology will deliver 15% more projects with the same resources? Or this methodology will reduce project cycles by 20 days? Is anybody even measuring these things before/after implementing all these processes?
If you're going to go down the project management road (and you should!), you need to understand why you're doing it, and how you're going to measure your success (hint: throughput!). Kendall & Rollins do a nice job of making that clear.
434 pp. Recommended.
The best book on PMOs Jan 27, 2008
I have read half a dozen of books on PMOs and this is the best ! You can find a lot of useful information in this book. In fact so much that it is overwhelming. The authors present the main value of the PMO as the implementation of formal portfolio management and give concrete examples of what happens without: priority conflicts among executives, pet projects being run and the like. I have found the following aspects particularly useful: tips to promote the concept to executives and calculate an estimate of the dollar value to the organization, the clear cause analysis for common project-related issues linking it to theory of constraints and critical chain concept, their time-phased value delivery in conjunction with the PMO maturity model, the examples of prioritization criteria and the EPM tools comparison. Really great job! Buy this book to find ideas to sell the PMO concept to your organization and to keep you focus on critical success factors.
A PMO MUST HAVE Nov 3, 2007
This book is one of the best advanced PM resources I have read. The material is easy to understand and apply directly to turning around project management related problems. The authors provide real-world scenarios and solutions for addressing common strategic, implementation, and human behavior constraints. I would definitely recommend this book to anyone looking for advanced project portfolio management techniques.
Excellent PMO book Sep 9, 2007
I help corporations build PMOs. This book does a great job of covering some of latest and most effective thinking, tools and techniques in the business. The author does a great job covering many of the project management approaches available today. He especially does a great job explaining the use of Lean, Critical Chain and Scrum techniques.
A must for every professionals bookshelf.
A good, solid book May 15, 2007
I really liked this book for it's "advanced" nature. I think that if you're just starting out on the path towards a PMO it might be a bit much but for anyone serious about managing their project portfolio in a way that adds value, it hits the mark.