Download Advanced Project Portfolio Management and the PMO: by Gerald I. Kendall PDF

By Gerald I. Kendall

This complete ebook covers the method, strategies, and techniques wanted for winning venture portfolio administration. It outlines a highway map to unheard of undertaking administration development and contains a precise implementation plan for either strategic making plans and a PMO that provides you measurable leads to weeks. The authors delineate 4 methods that get a PMO off the floor a lot swifter, using bottom-line price presently. It comprises genuine PMO case stories, offers the way to overview your PMO, illustrates how Six Sigma and the PMO can help one another and be used to force bottom-line price and offers the recent concept of Constraints 4x4 approach to strategic making plans and the severe Chain Multi-Project administration procedure. . This e-book exhibits you the way to show a PMO right into a worth laptop.

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Returning to the mission statement, the PMO exists to “sew best practices into the fabric…”. Therefore, as AICPA teams further integrate project management principles into their daily work, there will be less of a need for a PMO, but there will be more successful projects, better prioritization of projects, and an improved coordination of initiatives. ABOUT THE CONTRIBUTOR OF THIS CASE STUDY — RICHARD B. LANZA, CPA Rich Lanza currently heads up the PMO at AICPA. Rich has written numerous articles on audit technology for trade publications.

For IT projects, the figure is only 16%. Why? Project development work requires process and communication. If you have worked on a project team, you know that often the only constant is change. These changes include changes in requirements, resource availability, and the detailed schedule. These changes can place the best organized project team in dire jeopardy, leaving the team to work in high stress situations that raise the delivery risk even higher. When change is frequent within a project team, the ability to communicate change rapidly to team members, management and other business units can mean the difference between project delivery success and failure.

This resistance is affected by the dynamics of how different functional units compete with one another for shared resources. Almost all organizations have functional units that perform better than others, or are “more favored” by the CEO. This pecking order creates political incentive for those “less favored” units. Thus, the political environment and the CEO or senior management can drive what tools will be accepted and supported across the organization. If the PMO begins business without a marketing plan to gain strong buy-in on tool usage from most, if not all, functional units, the PMO will have begun its own death march.

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