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

By Gerald I. Kendall

This entire publication covers the method, strategies, and tactics wanted for winning venture portfolio administration. It outlines a street map to exceptional undertaking administration development and encompasses a specific implementation plan for either strategic making plans and a PMO that provides you measurable leads to weeks. The authors delineate 4 procedures that get a PMO off the floor a lot quicker, using bottom-line price presently. It comprises genuine PMO case experiences, presents how to assessment your PMO, illustrates how Six Sigma and the PMO can help one another and be used to force bottom-line worth and provides the hot concept of Constraints 4x4 approach to strategic making plans and the serious Chain Multi-Project administration method. . This e-book exhibits you ways to show a PMO right into a price laptop.

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Extra info for Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed

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Your project involves significant participation from three business units. You feel lucky because your project team has been staffed with some of the very best resources available in the company. Your biggest challenge is that this staff is also working on other concurrent projects. One month into the project, you find that the assigned work tasks are slipping in all three business units. You determine that this is due in part to the project resources working unplanned activities delegated to them by their business unit management for projects internal to their business unit.

In response, the PMO adopted a project life cycle along with associated training programs. The project life cycle was sponsored mainly by the COO who, in conjunction with the CFO, provided funding to all projects. Therefore, in order to receive project funding, projects needed to follow the life cycle. Prior to the life cycle, project funding did not have a standard method of being applied. The life cycle defined a project, and the associated steps from inception the establishment of the maintenance programs.

1 Performance Measures for 1 Year of the AICPA PMO Input Process Output Over 50 people trained in project management Number of days to apply funding to projects that have a business case to receive funding Positive evaluations (4 out of 5) of the training materials/program though anonymous surveys Over 20 people trained in project community Number of projects where all necessary teams were coordinated with prior to the start of the project Project savings of over $500,000 due to positive evaluations provided by the PMO Projects planned to finish in 2002 Number of projects occurring outside of the process (this is expected to be kept to a minimum) Positive impact (qualitative and quantitative) of lessons learned as captured as part of the project budgeting system AICPA’s software life cycle Positive evaluations followed on all technology (4 out of 5) of the projects PMO’s services though anonymous surveys Reduction of a minimum of five projects or $1,000,000 that had no business case or through integrating projects 20 Advanced Project Portfolio Management and the PMO ■ Coordinating activities across more than 20 teams for a major AICPA initiative related to reducing fraud in the marketplace ■ Improving the business case and planning of initiatives, which led to improved execution and impact for the membership ■ Developing a best practice software development documentation stan- dard and associated vendor contract to ensure computer system information assets are properly captured for later use ■ Using a parametric tool across practically all software development projects to independently estimate the project’s size and aid in the vendor negotiation process ■ Capitalizing salary costs (thereby reducing current year expenses) associated with projects that, prior to the project inventory, were not able to be identified WHERE IS THE PMO GOING FROM HERE?

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