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The Project Management Office Toolkit

Book Description

Formal project management is no longer limited to big companies. Even small firms are looking for ways to organize and control the flood of details that make up the average project.

At the same time, they're realizing that such efforts need to be coordinated companywide, not merely at the individual project level. That means setting up a project control department or office--a process spelled out step-by-step in this much-needed book. Packed with field-tested checklists and forms, it shows readers how to:

  • Fit the project office into the current organizational structure

  • Determine the necessary software and other tools

  • Structure efforts for consistent results

  • Handle slippages in cost, time, and other core factors

  • Adapt the wealth of templates provided in the book into company-specific deliverables, and more.

  • Table of Contents

    1. Copyright
    2. List of Illustrations
    3. Tables
    4. Templates
    5. Acknowledgments
    6. Introduction
      1. The Structure of This Book
    7. Why Project Management?
      1. Project Management as an Essential Function
      2. Projects Do Not Have to Be Large
      3. Project Management and Bureaucracy
    8. The Role of a Project Office
      1. What Is the Role of a Project Office?
      2. The Problem with the List of Functions
      3. Fitting the Project Office Into the Organization
    9. Preparing for a Project Office
      1. Starting the Journey
      2. The Levels of Project Management Capability
      3. Determining Your Project Management Level
      4. The Road Map
      5. Pilot Evaluation of Project Management
      6. The Costs of Implementing a Project Office
    10. Finding and Developing Project Managers
      1. What Makes a Good Project Manager?
      2. Project Management Attitudes
      3. How to Attract People Into Project Management
      4. Hiring Project Managers
      5. Training Project Managers
      6. The Education Path
      7. Mentoring of Project Managers
      8. A Mutual Assistance Program
      9. Periodic Project Reviews
    11. Supporting Project Managers
      1. Escalation and Notification Paths
      2. When the Project Manager Is Also a Team Participant Managers
      3. Managing Multiple Projects
      4. Time Gathering and Reporting
      5. Initiating Projects
      6. Managing Scope Changes
      7. Managing Risks
      8. Establishing Project Priorities
      9. Closing Projects
      10. Resource Negotiation
      11. Project Management Methodologies
      12. Project Management Software
      13. Project Control Facilities
      14. Project Office Information
      15. Negotiation, Mediation, and Conflict Resolution
    12. Managing Project Managers
      1. Line Management of Project Managers
      2. Assigning Project Managers to Projects
      3. Defining Required Project Management Deliverables
      4. Reviewing Project Management Deliverables
      5. Creating Consistency
      6. Evaluating Project Managers
    13. A Project Management Career Path
      1. Team Leader
      2. Project Leader
      3. Project Manager
      4. Project Director
      5. Program Manager
      6. Reporting Hierarchies and Responsibility Levels
    14. Making Project Management Flexible
      1. The Concept of the Project Class
      2. Determining the Project Class
      3. Application
    15. Project Management Deliverables
      1. Descriptions of Project Management Deliverables
    16. Putting It All Together
      1. Concluding Remarks