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The Virtual Project Management Office: Best Practices, Proven Methods - Softcover

Gordon, Robert L.; Curlee, Wanda

 
9781567263275: The Virtual Project Management Office: Best Practices, Proven Methods
Softcover
ISBN 10: 1567263275 ISBN 13: 9781567263275
Verlag: Berrett-Koehler Publishers, 2011

Inhaltsangabe

Successfully Launch and Operate a Virtual Project Management Office New technology and global businesses and organizations are making virtual project management offices (VPMOs) more important and more prevalent than ever. Successfully operating a VPMO requires project managers to employ additional skills and address different challenges from those necessary to operate a traditional PMO. For example, the virtual project manager must have effective soft skills to build trust among a dispersed team and to select the best forms of communication. He or she must also ensure compliance with the unique policies, procedures, and laws relevant to maintaining a VPMO. This book offers best practices for successful virtual projects and the most effective ways to create and implement a PMO in a virtual environment. It’s a valuable resource for companies considering a VPMO and those already operating one. You’ll find: - Proven implementation plans - Guidance for building a business case - Laws and ethics governing VPMOs - Tips and advice from experts Plus! Dozens of practical tools to use in launching a VPMO or improving an existing project management office.

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Über die Autorin bzw. den Autor

Robert L. Gordon, DM, has been involved in managing virtual global projects for decades. He develops and delivers courses for the American Public University System, the Keller Graduate School of Management (DeVry University), and the Apollo Group in operations management, distance education, business, ethics, critical thinking, economics, and project management. He has published numerous articles on project management, project complexity, supply chain management, strategic value-added purchasing, team conflict, virtual teams, and vendor relations.
Wanda Curlee, DM, PMP, PgMP, PMI-RMP, also a veteran of establishing and running virtual project management offices, is currently a senior manager at a major consulting firm. She is a program management leader experienced in global markets, government projects, and highly complex IT, information systems, and managed services projects. She is also an adjunct instructor for Northcentral University and Kaplan University, facilitating online doctoral, graduate, and undergraduate courses in project management, critical thinking, and strategic management.

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The Virtual Project Management Office

Best Practices, Proven Methods

By Robert L. Gordon, Wanda Curlee

Management Concepts Press

Copyright © 2011 Management Concepts, Inc.
All rights reserved.
ISBN: 978-1-56726-327-5

Contents

Preface, 
Part I: PMOs and the Virtual Environment, 
Chapter 1: Introduction to the Virtual Project Management Office, 
Chapter 2: The Need for a Virtual Project Management Office, 
Chapter 3: Establishing a Virtual Project Management Office, 
Part II: Soft Issues, 
Chapter 4: Trust, 
Chapter 5: Change, 
Chapter 6: Culture, 
Chapter 7: Communication, 
Part III: Best Practices, 
Chapter 8: Implementation and Expansion Tools, 
Chapter 9: Evaluation Tools, 
Chapter 10: Lessons Learned and Best Practices, 
Part IV: Policies, Programs, Training, and the Future, 
Chapter 11: Policies and Procedures, the Law, and Ethics, 
Chapter 12: Program Management, 
Chapter 13: Training, 
Chapter 14: Looking Ahead, 
Glossary, 
References, 
Additional Resources, 
Index,


CHAPTER 1

INTRODUCTION TO THE VIRTUAL PROJECT MANAGEMENT OFFICE


Before we delve deeper into our discussion of virtual project management offices, a discussion of project management offices in general is in order. There are many names for, and definitions of, the project management office (Hobbs and Aubry 2008), which can make determining whether to establish a project management office a confusing process. The Project Management Institute (PMI) gives a high-level definition of the term in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) that may help clarify its meaning. According to PMI, a PMO is:

An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project. (Project Management Institute 2008, p. 435)


The project management office can be whatever it is defined to be — but this can be problematic. The PMO needs to offer value to project managers, of course, but it also needs to offer value all the way up the chain of command. The PMO leader must be careful, however, that the new PMO is not everything to everyone. Make sure that the systems in place, such as accounting systems, will support the metrics and activities promised by the new PMO. The quickest way for the PMO to fail is by not delivering on its promises. If the required systems are not in place at the beginning, the PMO will not be able to provide its intended support services and other deliverables.


WHAT PROJECT MANAGEMENT OFFICES DO

PMOs offer a number of benefits to the organization. They:

• Create standards for common processes and offer flexible templates, which saves the organization time and money; project managers do not have to build their own each time they start a project.

• Create and deploy new or revised processes and templates throughout the organization, facilitating organizational learning.

• Offer a data warehouse (manual or automated) of material that can be used by other project managers leading similar projects.

• Provide training to boost project managers' skills. This training is less expensive than that offered by outside contractors.

• Deliver project management coaching and intervention services to keep projects on track. If projects do fa

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Verlag
Berrett-Koehler Publishers
Erscheinungsdatum
2011
Sprache
Englisch
ISBN 10 
1567263275
ISBN 13 
9781567263275
Einband
Taschenbuch
Anzahl der Seiten
232
Kontakt zum Hersteller
Nicht verfügbar
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