Hill The Complete Project Management Office Handbook, Third Edition

3. Auflage 2013
ISBN: 978-1-4665-6633-0
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 741 Seiten

Reihe: ESI International Project Management Series

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.

Autoren/Hrsg.

Hill, Gerard M.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Projektmanagement

Inhaltsverzeichnis

PRACTICE MANAGEMENT

Project Management Methodology
Project Environment Interface Concepts
Business Environment Interface Concepts
Project Management Methodology Activities across the PMO Continuum
Project Management Methodology Function Model Establish Basis for Project Management Methodology Convene Methodology Development Team Prepare Methodology Deployment Strategy Examine Current Practices Develop Methodology Solution Identify Methodology Components Design Life Cycle Processes Develop Project Management Practices Introduce Methodology Platform Conduct Methodology Implementation Plan Methodology Implementation Plan Project Transition Conduct Methodology Training and Implementation Manage Methodology Maturity Evaluate Methodology Implementation Analyze Methodology Performance Manage Methodology Maintenance
Postscript for the Smaller PMO Establish Simple, Critical Processes for Project Management Gain Increased Support for Process Expansion Expand and Incorporate Technical and Business Processes

Project Management Tools
Project Environment Interface Concepts
Business Environment Interface Concepts
Project Management Tools Activities across the PMO Continuum
Project Management Tools Function Model Select Project Management Tools Identify the Need for Project Management Tools Examine General Types of Project Management Tools Assess Specific Project Management Tools Acquire Project Management Tools Implement Project Management Tools Plan Tool Implementation Plan Tool Transition Conduct Tool User Training Conduct Tool Implementation Evaluate Tool Performance Identify and Resolve Utilization Problems Identify and Resolve Functional Problems Assess Overall Tool Effectiveness Postscript for the Smaller PMO

Standards and Metrics
Project Environment Interface Concepts
Business Environment Interface Concepts
Standards and Metrics Activities across the PMO Continuum
Standards and Metrics Function Model Implement Project Management Standards Examine Standards Sources Identify Applicable Standards Introduce Preferred Standards Conduct Benchmarking Determine Project Metrics Requirements Identify Process Management and Improvement Metrics Identify Project Performance Metrics Identify Business Management Metrics Introduce and Use Project Metrics Establish Metrics Measurement Plan Compare Metrics Performance Establish Corrective Actions
Postscript for the Smaller PMO

Project Knowledge Management
Project Environment Interface Concepts
Business Environment Interface Concepts
Project Knowledge Management Activities across the PMO Continuum
Project Knowledge Management Function Model Establish Knowledge Management Framework Information Management Document Management Process Management Collaboration Management Project Archive and Reference Library Management Introduce Knowledge Management System Conduct Installation and Establish Connectivity Perform Function and Feature Customization Introduce Project Knowledge Management Content
Implement Knowledge Management System Develop PMIS Develop Executive Dashboard Construct Project Management Library Implement Online Project Collaboration Implement Other Knowledge Management Tools
Postscript for the Smaller PMO

INFRASTRUCTURE MANAGEMENT

Project Governance
Project Environment Interface Concepts
Business Environment Interface Concepts
Project Governance Activities across the PMO Continuum
Project Governance Function Model Prepare and Maintain PMO Charter Define Business Purpose Specify Organizational Alignment Highlight Functional Responsibility Specify PMO Authority Identify PMO Funding Develop Project Management Policies Evaluate Policy Needs Demonstrate Senior Management Support Prepare Policy Guidance Develop Project Classification Guidance Examine Project Classification Purpose Identify Project Classification Criteria Implement Project Classification Guidance Establish Project Manager Authority Establish Executive Control Board Determine Executive Oversight Requirements Set Control Board Parameters Prepare Control Board Operating Procedures Align Business and Technical Committees
Postscript for the Smaller PMO

Assessment
Project Environment Interface Concepts
Business Environment Interface Concepts
Assessment Activities across the PMO Continuum
Assessment Function Model Conduct Competency Assessments Identify Competency Assessments Perform Competency Assessments Implement Competency Improvement Plans Conduct Capability Assessments Identify Capability Assessments Perform Capability Assessments Implement Capability Improvement Plans Conduct Maturity Assessments Identify Maturity Assessments Perform Maturity Assessments Implement Maturity Advancement Plans
Postscript for the Smaller PMO

Organization and Structure
Project Environment Interface Concepts
Business Environment Interface Concepts
Organization and Structure Activities across the PMO Continuum
Organization and Structure Function Model Set Up the PMO Structure Identify Staff Needs for PMO Functions Introduce PMO Staff Analyze and Establish PMO Relationships Establish Project Team Structure Specify Project Team and PMO Relationship Define Standard Project Team Structure Define Extended Project Team Alignment Develop Stakeholder Participation Manage Internal Project Team Stakeholders. Manage Internal Oversight Stakeholders Manage Internal-Support Stakeholders Manage Customer Stakeholders Manage Vendor/Contractor Stakeholders Manage Other Project Stakeholders
Postscript for the Smaller PMO

Facilities and Equipment Support
Project Environment Interface Concepts
Business Environment Interface Concepts
Facilities and Equipment Support Activities across the PMO Continuum
Facilities and Equipment Support Function Model Establish Project Team Requirements Establish Work Space Requirements Establish Equipment Requirements Manage Project Facilities Manage Facility Acquisition Options Monitor Facility Utilization Monitor Facility Disposition Manage Project Equipment Manage Equipment Acquisition Manage Equipment Assignments Manage Equipment Disposition
Postscript for the Smaller PMO

RESOURCE INTEGRATION

Resource Management

Project Environment Interface Concepts
Business Environment Interface Concepts
Resource Management Activities across the PMO Continuum
Resource Management Function Model Acquire Project Resources Identify Resource Providers Establish Resource Requirements Fulfill Resource Requests Assign Project Resources Prepare Resource Assignment Notifications Obtain Individual Resource Commitments Introduce Resources to the Project Team Deploy Project Resources Perform Deployment Administration Identify and Arrange Relevant Training Monitor Travel Arrangements Manage Resource Performance Develop Performance Management Guidance Conduct Project Resource Performance Reviews Monitor Project Resource Performance Close Project Resource Assignments Coordinate Resource Extensions Facilitate Resource Transfers and Reassignments Manage Resource Terminations
Postscript for the Smaller PMO

Training and Education
Project Environment Interface Concepts
Business Environment Interface Concepts
Training and Education Activities across the PMO Continuum
Training and Education Function Model Establish Training Program Assess Training Needs Determine Training Requirements Identify Training Resources Prepare Training Plan Select and Develop Training Courses Manage Training Program Establish Training Registration Capability Publicize and Promote Training Program Conduct Project Management Training Evaluate Training Program Evaluate Training Plan Implementation Evaluate Training Resources Update Training Program
Postscript for the Smaller PMO

Career Development
Project Environment Interface Concepts
Business Environment Interface Concepts
Career Development Activities across the PMO Continuum
Career Development Function Model Develop Project Management Career Path Establish Project Management as a Professional Discipline Develop Basis for Executive Support Define Career Advancement Model Construct Position Descriptions and Qualifications Integrate New Career Path into the Organization Support Project Management Career Planning Provide General Career Guidance Promote Business Skill Development Implement Career Planning Support Establish Professional Certification Develop Project Management Certification Program Facilitate Technical and Professional Certification Postscript for the Smaller PMO

Team Development
Project Environment Interface Concepts
Business Environment Interface Concepts
Team Development Activities across the PMO Continuum
Team Development Function Model Facilitate Cohesive Team Formation Examine Project Team Composition Develop Project Team Orientation Program Integrate Vendors and Contractors Facilitate Virtual Team Management Establish Virtual Team Alignment Facilitate Virtual Team Interactions Introduce Virtual Team Technology Enable Project Team Development Promote Team Skill Learning Develop Project Manager Tools and Techniques Facilitate Leadership Development Monitor Project Team Performance Assess Team Dynamics Examine Team Effectiveness Conduct Team Improvement Activities
Postscript for the Smaller PMO

TECHNICAL SUPPORT

Mentoring
Project Environment Interface Concepts
Business Environment Interface Concepts
Mentoring Activities across the PMO Continuum
Mentoring Function Model Establish Project Management Mentoring Program Develop the Mentoring Approach Identify Mentor–Protégé Roles and Responsibilities Determine Mentor Sourcing Process Engage Project Management Mentors Identify Mentor Candidates Conduct Mentor Candidate Qualification Prepare Project Management Mentors Conduct Project Management Mentoring Identify Engagement Assign Mentor(s) Prepare for Mentoring Engagement Perform Mentoring Engagement Activities Close Out Mentor–Protégé Relationship Evaluate Mentoring Program Evaluate Mentor Performance Monitor Mentoring Program Results
Postscript for the Smaller PMO

Project Planning
Project Environment Interface Concepts
Business Environment Interface Concepts
Project Planning Activities across the PMO Continuum
Project Planning Function Model Establish Project Planning Capability Define Project Plan Components Implement Project Planning Processes and Tools Establish Planning Facilitation and Support Capability Facilitate Project Planning Workshop Manage Planning Workshop Arrangements Facilitate Project Work Plan Development Perform Follow-Up Planning Support Administer Project Planning Specify Primary Project Management Plans Recommend Essential Project Support Plans Prepare Project Plan Content Guidance Evaluate Project Planning
Postscript for the Smaller PMO

Project Auditing
Project Environment Interface Concepts
Business Environment Interface Concepts
Project Auditing Activities across the PMO Continuum
Project Auditing Function Model Set Up Project Auditing Capability Determine Project Auditing Needs Identify Project Auditing Resources Establish Project Audit Performance Points Conduct Project Auditing. Prepare for Project Audits and Reviews Conduct Project Audit Prepare Project Audit Report Manage Project Auditing Results Review Project Audit Results Analyze Aggregate Program Results Monitor Project Audit Follow-Up Actions
Postscript for the Smaller PMO

Project Recovery
Project Environment Interface Concepts
Business Environment Interface Concepts
Project Recovery Activities across the PMO Continuum
Project Recovery Function Model Develop Recovery Assessment Process Identify Recovery Indicators Assess Project and Identify Problem Areas Prepare Project Recovery Decision Package Coordinate Project Recovery Decision Plan and Conduct Project Recovery Establish Project Recovery Team Develop Project Recovery Plan Stabilize Project Using Recovery Solution Conclude Project Recovery
Capture Recovery Lessons Learned Examine Project Management Indicators Examine Project Selection Criteria Examine Project Recovery Process Update Routine and Project Recovery Remedies
Postscript for the Smaller PMO

BUSINESS ALIGNMENT

Project Portfolio Management
Project Environment Interface Concepts
Business Environment Interface Concepts
Portfolio Management Activities across the PMO Continuum
Project Portfolio Management Function Model Set Up Project Portfolio Management Validate Business Strategy and Interests Identify Project Selection Criteria Determine Project Selection Mechanism Identify Project Portfolio Management Roles Establish a Supportive Project Environment Perform Project Selection Conduct Project Screening Develop Project Business Plan Develop Project Resource Allocation Plan Conduct Project Selection Integrate Projects in the Portfolio Validate Project Selection Determine Project Priority Approve Initial Project Funding Conduct Project and Portfolio Reviews Compile Project Performance Information Conduct Project Gateway Reviews Conduct Portfolio Reviews Manage Portfolio Attrition Perform Project Closeout Assess Strategic Advantage Assess Customer Satisfaction
Postscript for the Smaller PMO

Customer Relationship Management
Project Environment Interface Concepts
Business Environment Interface Concepts
Customer Relationship Management Activities across the PMO Continuum
Customer Relationship Management Function Model Manage Customer Relationships Manage Customer Project Opportunity Information Manage Customer Business Information Manage Customer Project Participation Manage Customer Contracts Produce and Manage Customer Proposals Establish Customer Contracts Conduct Customer Contract Administration Manage Customer Satisfaction Measure Customer Satisfaction Conduct Customer Relationship Programs Implement Customer-Centric Improvements
Postscript for the Smaller PMO

Vendor/Contractor Relationship Management
Project Environment Interface Concepts
Business Environment Interface Concepts
Vendor/Contractor Relationships Activities across the PMO Continuum
Vendor/Contractor Relationships Function Model Manage Vendor/Contractor Relationships Identify Vendor and Contractor Needs Manage Vendor and Contractor Information Prescribe Vendor and Contractor Participation Manage Vendor/Contractor Acquisition Identify and Qualify Vendors and Contractors Solicit Vendor and Contractor Proposals Prepare Vendor and Contractor Contracts Manage Vendor/Contractor Performance Administer Vendor and Contractor Contracts Monitor Vendor and Contractor Performance
Postscript for the Smaller PMO

Business Performance Management
Project Environment Interface Concepts
Business Environment Interface Concepts
Business Performance Management Activities across the PMO Continuum
Business Performance Management Function Model Develop Integrated Business Solutions Demonstrate Project Management Business Value Generate Executive Value Awareness Align Business and Project Management Performance Manage Business Collaboration Conduct Operational Business Collaboration Conduct Tactical Business Collaboration Conduct Strategic Business Collaboration Manage PMO Business Fulfillment Manage PMO Business Function Evolution Develop PMO and Enterprise Business Alignment
Postscript for the Smaller PMO

Appendix A
Appendix B

Index

Über Autor(innen)

Gerard Hill is the Principal of Hill Methods, LLC, and has more than 25 years experience in project management practice design and implementation, information systems integration, and business process engineering. His specialty is enabling businesses to gain and sustain a competitive edge through development and implementation of total-practice project management solutions. He has conceived and constructed processes and practices that have enabled Fortune 100 and other client organizations to realize maximum benefit from their investment in project management.

Prior to introducing Hill Methods (formerly Hill Consulting Group), Mr. Hill was with ESI International, where he served as Vice President of Technical Services. His work included responsibility for international consulting programs, technical product design and development, and knowledge management. He also served as an instructor and frequent public forums speaker during his tenure with ESI.

Mr. Hill, as an internationally recognized thought leader, has led or contributed to the design and development of project management methodologies currently deployed by organizations around the world. He is the architect of capability and maturity assessments for business and project management. He also has particular expertise in designing and developing practical Project Management Office (PMO) solutions.

His recent work includes development of the new matrix-based ProjectPRISM Project Management Methodology, and this has been introduced in his new project management methodology publication. He has refined an approach to "PMO design and implementation" in a workshop based on the content of his PMO handbook publication. In recent years, Mr. Hill has chaired two annual and national scope Project Portfolio Management conferences in the United States. In 2008 he was an invited keynote speaker and presenter at two professional conferences in Milan, Italy; in 2009 he was a keynote speaker and presenter at the National PMI Project Management Meeting in Rio de Janeiro, Brazil, and at the Greece PMI Chapter Congress in Athens, Greece; and in 2010 he was an invited guest speaker at the PMI Poland Congress in Warsaw, Poland. He has also written articles published in professional journals around the world, and he has presented in webinars and at technical conferences and forums.

Mr. Hill’s broad competencies are based on an extensive educational background that includes a bachelor’s degree in Applied Mathematics (North Carolina State University), a master’s degree in Human Resource Management/Organization Development (Pepperdine University), and completion of the Advanced Management Program for Executives (Duke University, Fuqua School of Business).

Mr. Hill also holds a Master’s Certificate in Project Management from The George Washington University, and he is certified as a Project Management Professional (PMP) by the Project Management Institute.

Mr. Hill is the author of two books: The Complete Project Management Office Handbook, 2nd Edition (Auerbach Publications, 2007), and The Complete Project Management Methodology and Toolkit (CRC Press, 2010), which includes 96 tools on CD.