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

About the Advanced Project Portfolio Management and the Multiplying ROI at Warp Speed Table of Foreword by Harold Kerzner, Ph.D. Part I - Setting the Stage for a Successful PMO Implementation Chapter 1 - Introduction Chapter 2 - Why PMO Implementations Fail Chapter 3 - What Should a High Value PMO Do? Chapter 4 - Moving Project Management from the Cost Model to the Throughput Model Part II - Strategic Choosing the Right Project Mix Chapter 5 - The Number One Reason for Project Manager Stress Chapter 6 - Applying Deming, Goldratt, and Six Sigma to Systems Thinking Chapter 7 - The 8 Major Subsystems that Strategic Planning and Project Management Must Address Chapter 8 - The 4x4 Approach to Strategic Planning Chapter 9 - The Right Marketing Projects Chapter 10 - Securing the The 10-year Advantage Via Theory of Constraints Part III - The PMO in Detail Chapter 11 - The Governance Board and Prioritization Management Chapter 12 - Linking Project Progress to Strategic Objectives Chapter 13 - Delivery Management and Acceleration Chapter 14 - Project Portfolio Management Chapter 15 - Resource Portfolio Management Chapter 16 - Asset Portfolio Management Chapter 17 - Managing the Multi-Project Environment - The Critical Chain Approach Chapter 18 - Reducing Negative Human Behavior Chapter 19 - PMO Organizational Models Chapter 20 - PMO Roles and Responsibilities Chapter 21 - Inputs and Outputs to a PMO Chapter 22 - PMO Measurement System Chapter 23 - EPM Tools and Their Value on Project Delivery Chapter 24 - PMO, PMI and the PMBOK Part IV - Implementing a PMO Chapter 25 - The Executive Proposal in Detail Chapter 26 - Obtaining Executive Buy-In Chapter 27 - The PMO Value Proposition Maturity Model Chapter 28 - The Road Map to Implementing a PMO Executive Will Embrace Chapter 29 - Sustaining the PMO Value Chapter 30 - Conclusions