Gerald I. Kendall, Steven C. Rollins, "Advanced Project Portfolio Management and the PMO: Multiplyin (1932159029)

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After decades of improvement initiatives, the majority of project managers still fail to meet their goals. Executives are being fired in record numbers. This book traces the connection between these two facts and provides a mountain of surprising insights. The latest attempt to solve these problems, a left of project management intelligence and coordination called the Project Management Office (PMO), is correct but ill-fated. Without some fundamental change in its focus and approach, the PMO will become another passing fad.

In hindsight, the mistakes that organizations and PMOs make seem obvious. Executives can deliver on their promises if, and only if, they can cause their organization to successfully and swiftly execute the left projects. Activate too many projects, and the system fails miserably. Execute some, but not all, of the left projects, and the results are insufficient to meet the goals. Execute projects sanctioned independently by functional executives, and project managers compete with each other over resources, without clear overall priorities. Some of these projects are "pet projects" of functional areas, without a direct link to overall organization goals.

Project managers try to solve these problems in isolation from the executives whom they support. They focus on methodology, tactical data, and tools without having a breakthrough impact on project cycle time, project flow, and strategic value of projects. Our research shows that over 90% of current PMOs are not connected with their senior management team and have no metrics that matter to senior executives.

Many executives have invested money in project management, but they have not addressed the root problems. Long-standing executive practices are at the root of many project management problems. But without working together, project managers and executives will continue to square off against each other, fighting over project schedules and resources. So time and money are wasted, and executives and project managers alike are very frustrated.

This book provides the insights into why these problems exist. It identifies the root problems and provides a solution for executives, project managers, and the PMO. Complemented by case studies of organizations such as the American Institute of Certified Public Accountants, Babcock and Wilcox, Arlington County, Quintiles, TESSCO, and others, this book describes the missing, vital link between executive strategy and project management.

This book tells executives what they must know to execute flawlessly, using portfolio management as a strategic weapon. Executives must understand the details, at least through Parts I and II of this text, to make project management work in their organization.

To succeed and survive, a PMO must provide meaningful value to the senior management team. This value comes from information (the executive cockpit), recommendations, increasing project management flow, and accelerating durations. If these benefits are not obviously tied to the PMO efforts, we make this recommendation — start putting your resume together. However, before you do so, read this book. It details how to turn your PMO into a value machine. In this book, you will find the metrics, the road map, the processes, and the data to transform your PMO into the executive's and the project manager's best friend.

For project managers and project teams, this book should initiate an important dialogue in your organization. If a handful of project managers or team members begin to question, in a non-threatening way, some of the things that do not make sense, this can become like a snowball rolling down a mountain. Meaningful debate and dialogue can be an important precursor to improving the practice and results of project management in your organization.

In a few hours of reading and learning from the authors' combined 60+ years of experience, you will save years of pain and failure. Learn and succeed.

Gerald I. Kendall

Steven C. Rollins

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