Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed Review

Average Reviews:

(More customer reviews)There is enough good content in this book to fill several books. However, the authors make some foundational assumptions that one must keep in mind when interpreting or applying the practices the author's propose in this book:
Assertion #1: The Theory of Constraints (TOC) is applicable to project management. This is a questionable and unsupported assertion. Projects may have several constraints at different times and across different projects. The TOC model is from manufacturing, implies a single bottleneck, and may not apply to dynamic projects.
Assertion #2: Critical Chain Project Management theory is applicable and valuable in project management. CCPM is unproven, is based on questionable assumptions, is supported by only a few PM tools, and is not known by PMI-trained PM's. For more on this, see "A Critical Look at Critical Chain Project Management", authors Raz, Barnes and Dvir: Project Management Journal, December 2003.
Still, this is a useful book for a person marketing, proposing or implementing a project management office. The book is good at pointing out that the PMO must deliver value to executives by aligning projects with enterprise strategy and by increasing the number of completed projects in a given time period.
The book is stronger in application of the practices (and especially metrics) to business than not-for-profit enterprises, but is still useful to people in not-for-profit organizations.
Recommendation: Employ the author's suggestions to select and prioritize projects based on strategic impact, but, in the main, use proven project management practices (not CCPM or TOC) to ensure project completion.

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Product Description:
This comprehensive book covers the strategy, tactics, and processes needed for successfulproject portfolio management. It outlines a road map to unprecedented project managementimprovement and includes a detailed implementation plan for both strategic planning and aPMO that gives you measurable results in weeks. The authors delineate four processes that get a PMO off the ground much faster, driving bottom-line value almost immediately. It includes real PMO case studies, provides a way to evaluate your PMO, illustrates how Six Sigma and the PMO can support each other and be used to drive bottom-line value and presents the new Theory of Constraints 4x4 method of strategic planning and the CriticalChain Multi-Project Management approach. . This book shows you how to turn a PMO into a value machine.

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