Implementing OPBM using a PMO: A Business Strategy

SERIES ARTICLE

Implementing Organizational Project Business Management (OPBM) using a Project Management Organization (PMO): A Business Strategy (Series on Project Business Management and the PMO)

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC
California, USA

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC
Michigan, USA


Introduction

During our PMO case study research over the past 13 years, we delved into the construct, organizational concept, and framework of Organizational Project Business Management (OPBM). In addition, we delved deeply into the models, framework, and organizational concepts of the Project Business Management Or­ganization (PBMO). We documented those research results in our latest book, A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts {Bolles & Hubbard 2016}.

Organizational Project Business Management and its supporting and implementing Project/ Program/Portfolio Business Management Organization—or generically the Project Business Man­agement Organization—within major enterprises, have become keys to business success, as illus­trated within our second set of eight PMO Case Studies {Bolles & Hubbard 2016}.

The discipline of Project Management has grown and matured, during the past sixty-five years, and has incorporated many aspects of general business management. That growth has facilitated the integration of the methodologies and processes of Project Management with those of Opera­tions Management that are related to the enterprise’s business management of its project-portfo­lios, project-programs, and projects. This integration led to the construction of the Organizational Project Business Management (OPBM) framework. This evolution of OPBM has also made it nec­essary for the enterprise’s management to assume a direct role in the executive management of the implementation and desired functionality of OPBM and the associated Project Business Manage­ment Organization.

Organizational Management – General Concepts and Constructs in Business

Business Administration, as studied at colleges and universities and pursued within enterprises, is com­posed of multiple areas of management within an enterprise. The names of the most common management fields or disciplines include: Financial Management; Quality Management; Production Management; Man­ufacturing Management, Engineering Management Information & Technology Management; Operations Management; Accounting Management; and Project Management. Each of these unique disciplines con­tains the requisite knowledge, skills, and means to govern, direct, supervise, manage, and control the con­duct, performance, and execution of the associated tasks and work within that management discipline.

Most major enterprises, those organizations created for a specific business purpose, employ most of those common fields of Business Administration. In addition, each of those management disciplines is implemented and deployed within an enterprise by a specific functional business-oriented organization—whose organizational-name usually reflects that discipline. Each of those functional organizations is created for the purpose of organizationally instituting that specific management discipline, on an enterprise-wide basis or division-wide basis. Which is to say, that each management discipline has an “Organizational Man­agement” aspect, which is employed to establish the requirements, design, implementation, and operational organizational strategy, for that specific management discipline, within each specific enterprise.

Organizational Accounting Management – An Analogy

Based upon the above constructs and concepts a general business oriented definition for Organizational “Insert a Discipline-Name” Management for any management discipline can be stated as follows: It is the framework of organizational strategies with requisite capabilities that utilizes a “Discipline-Name” Busi­ness-oriented Management Framework and a “Discipline-Name” Organization Model to provide the sys­tematic business-oriented management of an enterprise’s “Discipline-Name” specific tasks and work. Or­ganizational “Insert a Discipline-Name” Management organizationally facilitates the business-based iden­tification, selection, prioritization, and execution of “Discipline-Name” specific tasks and work to effec­tively and efficiently accomplish the enterprise’s strategic initiatives, and related business objectives—and to establish a sustainable competitive business posture and culture.

More…

To read entire article, click here

 

Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2016). This series of articles is based on their books, research, courses and executive consulting experience.


 

About the Authors

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

flag-usa

 


Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

flag-usa

 


Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

 

 

Vision, Mission and Policies for OPBM and PBMO

SERIES ARTICLE

Establishing Vision, Mission and Policies for Organizational Project Business Management (OPBM) and the Enterprise-Level Project Business Management Organization (PBMO) – Executive Overview

Series on Project Business Management and the PMO

By Darrel G. Hubbard, PE 
President, D.G.Hubbard Enterprises, LLC
California, USA

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC
Michigan, USA


Introduction

Executives should view organizational project management as a specific business management con­struct or concept just like Financial Management, Accounting Management, Information Technology Man­agement, Production Management, Engineering Management, or Operations Management—each of which report to the enterprise’s executive level and provide specific business or technical services and support, on an enterprise-wide basis. That is why we use our term of Organizational Project Business Management (OPBM) to emphasize the business aspects represented by the concept of organizational project manage­ment. Organizational Project Business Management, as with Accounting Management, requires a func­tional organization to provide, implement, and maintain the necessary and associated infrastructure within the enterprise. For OPBM, that functional organization is the Project Business Management Organization (PBMO) operating at the senior executive-level. A chief project officer, who reports directly to the chief executive officer, leads the PBMO and is responsible for implementing and managing Project Business Management on an enterprise-wide basis.

For OPBM to be inculcated across the enterprise, the enterprise’s long-term business vision and mission for Organizational Project Business Management must be explicitly defined, cover the implementation and use of the Project Business Management Organization, and be formally issued and mandated by executive management.

Need for Visions, Missions, and Policies

Executives and senior managers need to care about establishing formal institutionalized vision, mission, and policy statements for all of the enterprise’s operational business management functional organizations, that are required to implement and manage those business management functions enterprise-wide, including Organizational Project Business Management, and its Project Business Management Organization.

Why? Because, a properly integrated set of vision, mission, and policy statements accommodates the numerous business and management factors driving the enterprise’s project-portfolios, project-programs, and projects, improves organizational communication, reduces procedural deficiencies, minimizes lost time, and optimizes resource distribution and application. Formally stated visions, missions, and policies enhance the psychological and occupational work environment and improve the physical business environment in which we all live and work. In today’s competitive, litigious, and project environments, a structured, communicated, and concise set of current visions, missions, policies, and the supporting system of methodologies, processes, procedures, and practices is a simple and effective means of establishing and maintaining prudent project/program/portfolio business management. It is a proven means of helping sustain profitability and delivering value and benefits. It is also the first and best defense against un-welcomed litigation.

Formalized visions, missions, and policies must exist to support the enterprise’s development of the methodologies and processes and are required to generate the formal implementing procedures and prac­tices. These documents support the enterprise’s staff so they can repeatedly make the same types of prudent business decisions while routinely and successfully performing the same kinds of tasks. Visons, missions, policies, and procedures establish a large portion of the business environment in which operational and project/program/portfolio personnel work, and they are an important determinant role in instituting organ­izational effectiveness. They direct or influence how personnel resources perform work and how other types of resources are used effectively and efficiently. From a human and organizational effectiveness standpoint, those policies and procedures also determine how personnel reach decisions; how personnel perform when doing their work; and how the enterprise reacts to the performance of portfolio, program, and project per­sonnel.

An enterprise’s set of vison, mission, and policy statements are also indicative of an enterprise’s value system—its beliefs about employee behavior, its concepts of community, and its professional responsibil­ity. What an enterprise espouses will establish how the enterprise is perceived by its employees, customers, suppliers, regulators, shareholders, stakeholders, and community.

Therefore, enterprises must ensure their OPBM and PBMO vision, mission, and policy statements are consistent with the enterprise’s overall vision, mission, values, culture, beliefs, and long-term business strategies and business objectives.

More…

To read entire article, click here

 

Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2016).  This series of articles is based on their books, research, courses and executive consulting experience.

 


 

About the Author

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

flag-usa

 


Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and  of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the www.PBMconcepts.com for information about current and future book projects.

To view other works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/dennis-bolles/

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

flag-usa

 


Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and  of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit www.PBMconcepts.com for information about current and future book projects.

To view other works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

Enterprise-Wide PBM Methodologies

SERIES ARTICLE

Enterprise-Wide Project Business Management Methodologies and the PMO

Series on Project Business Management and the PMO

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC
California, USA

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC
Michigan, USA


A situation frustrating and plaguing executive management within many enterprises is their inability to adequately control resources, materiel, and facilities when managing a range of projects. This commonly results from the enterprise lacking a system of documented, formal, simple, and properly integrated project-portfolio/project-program/project policies, standards, methodologies, processes, procedures, and practices, which support the safe, prudent, strategically-focused, and cost-effective business management of the enterprise’s projects.

Most enterprises recognize the management value and usefulness of the Project Management Institute’s (PMIâ) and other international project management organizations’ standards and guides in addressing this issue. However, executives at all levels still struggle with how to implement those professional standards and guides within their own enterprises. Many executives view the PMI and other international standards as methodologies; this is not the case. Those standards are only intended to serve as the basis for developing an enterprise’s own portfolio/program/project policies, standards, and methodologies.

Understanding Project Business Management Methodology Development

This article discusses at a summary level how an Enterprise-level Project Business Management Organization can support the enterprise in developing an overall project management system of six major components. As practitioners and PMO managers, we need to understand the meaning of those component terms, within the context of the project management discipline, to more effectively employ them and to communicate to executive management their particular meaning and their functioning when managing projects in a business environment.

A System, in the project business management setting, can be seen as an integrated structured set of interconnected, interacting, interdependent, and interrelated components forming an intricate whole, which has inputs, outputs, and feedback mechanisms and is created to accomplish defined objectives or results in the enterprise’s management of its projects. Each project management system has defined and maintainable relationships among its major components of policies, standards, methodologies, processes, procedures, and practices, and, therefore, the whole operates better than the basic sum of its components.

Project business management Policies are the foundation of any system for project management and are the formally prepared, and management issued, statements concerning the enterprise’s governing or guiding principles, which are stated courses of action to be taken by the enterprise. Established policies are considered expedient, prudent, and advantageous by an enterprise’s executives and are intended by them to influence and determine future decisions and actions in the management of the enterprise’s portfolios, programs, and projects.

The enterprise’s Policies are commonly addressed by developing supporting Standards. A Standard, within the discipline of project management, establishes a model that provides for the common and repeated use of rules, guidelines, or operational characteristics when performing activities or obtaining results in managing portfolios/programs/projects. It is developed through consensus and promulgated by a recognized authority such as PMI, or a corporate executive, and is aimed at the achievement of an optimum degree of performance and outcomes in a project business management context. A third party professional standard can either be adopted as is by an enterprise, or it can be converted into an enterprise specific standard. In either case, those standards need to be operationally translated into a set of enterprise specific Methodologies for use by the enterprise in managing its portfolios/programs/projects.

A Methodology is an organized body of intra-related business management methods to be employed and followed in the project business management of the enterprise’s portfolios/programs/projects. Here a Method is a specific group of processes, procedures, and/or practices for attaining particular outcomes or objectives in the management of a portfolio/program/project. A Process within any particular project business management Method is a higher-level series or set of interrelated actions, activities, and rules performed to achieve a pre-specified set of outcomes, results, or services, when managing a portfolio/program/project. Each process is normally implemented by developing and issuing one or more implementing Procedures and Practices.

A project business management Procedure is a systematic presentation of instructional material that gives a series of steps to be followed in a definitive and prescribed order to accomplish a specific task, or set of tasks within a Process, during the enterprise’s management of a portfolio/program/project. A specific implementing Practice within the project business management discipline is an established way of doing things developed through, and documented based upon, experience and knowledge. It is a specific set of project business management actions that contributes to the execution of a project business management process or procedure and it may employ one or more techniques, tools, and/or templates.

For most enterprises, translating the PMI’s A Guide to the Project Management Body of Knowledge, The Program Management Standard, The Portfolio Management Standard, and Implementing Organizational Project Management: A Practice Guide, and other non-United States standards and guides into enterprise specific Standards and methodologies is a daunting task. Our research shows this task is most effectively performed by a Project Business Management Organization (PBMO) positioned at the executive-level of the enterprise. A properly chartered and established PBMO has the required capabilities to translate the concepts and processes within those standards and guides and to integrate them with the enterprise’s operations, business development, and services methods and processes.

More…

To read entire article, click here

 

Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2016). This series of articles is based on their books, research, courses and executive consulting experience.


 

About the Authors

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

flag-usa

 


Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

flag-usa

 


Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their enterprise’s strategic business and tactical objectives. He provides analysis of their management structures, business processes, general business operations, and project management capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit www.PBMconcepts.com for information about current and future book projects.

To view other works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

Role of the Enterprise PBMO

SERIES ARTICLE

Role of the Enterprise PBMO in Managing Project-Portfolios, Project Programs, and Projects

Series on Project Business Management and the PMO

By Darrel G. Hubbard, PE 
President, D.G.Hubbard Enterprises, LLC

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC

USA


When we interact with executives and other senior level managers they express a keen desire to obtain organizationally focused information about a typical Enterprise Project Business Management Organization (EPBMO) positioned at the executive-level, before they decide to charter and actually implement an EPBMO. They will want to know:

What is the hierarchical structure for an executive-level EPBMO as a functional business organization?

What are the basic roles, responsibilities, and authorities of each organizational function within an EPBMO?

This article offers some answers to these two key questions and provides the enterprise’s executives and senior management with an organizational model for the EPBMO, which can be customized to meet the business needs and management requirements of their enterprise.

EPBMO Management Structure and Supporting Functions

Figure 1 below shows the organizational structure of a conceptual Enterprise Project Business Management Organization that is responsible for developing and implementing Project Business Management as a core competency for an enterprise. This EPBMO is located at the highest level of the enterprise, and its executive manager reports directly to one of the enterprise’s senior executive officers. Those officers will have titles such as, Chief Executive Officer (CEO), President, or Chief Operating Officer (COO). The EPMO executive should be assigned a title such as “Chief Project Management Officer (CPMO).”

The six primary functions of the EPBMO are project-portfolio management, project-program management, project management, administration, training and education, and managing distributed Project Management Organizations.

Project-Portfolio Management roles and responsibilities include:

  • Developing and maintaining a prioritized fiscal-year forecast plan of portfolios and their associated programs and projects that are established to meet the enterprise’s strategies and related business objectives;
  • Ensuring the portfolios being worked and those portfolios being planned directly support the enterprise’s established strategic business initiatives;
  • Supporting the development of and providing the maintenance of a summary level budget for each portfolio;
  • Developing a master schedule for future portfolios to assist in long-range management of resources across all proposed programs and projects;
  • Developing and maintaining a master schedule of the currently planned and in-process portfolios;
  • Monitoring portfolios status on a monthly basis to measure and report performance against established portfolio performance metrics;
  • Developing and maintaining the list of the enterprise’s Enterprise Environmental Factors and Organizational Process Assets that affect the management of project-portfolios;
  • Developing a prioritized schedule to minimize the use of specific limited resources by staggering the start-up of projects that require those resources;
  • Tracking and reporting the status of projects and programs, at a portfolio level, to the executive management team on a regular basis; and
  • Monitoring portfolio status on a routine basis to measure and report performance against established accomplishment metrics for business objectives.

More…

To read entire article (click here)

 

Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2016).  This series of articles is based on their books, research, courses and executive consulting experience.

 


 

About the Authors

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

flag-usa

 


Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and  of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the www.PBMconcepts.com for information about current and future book projects.

To view other works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/  

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

flag-usa

 


Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and  of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit www.PBMconcepts.com for information about current and future book projects.

To view other works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

Setting Policy and Establishing the Charter for the Enterprise PMO

SERIES ARTICLE

Series on Project Business Management and the PMO

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC

USA


Incumbent upon the executives within any enterprise is the requirement to recognize that the management of project-portfolios, project-programs, and projects is a critical business management function necessary to successfully achieve the enterprise’s business strategies and associated business objectives.

Embedding Project Business Management as a core competency within an enterprise requires a business strategy leading to the various organizational functions accepting project management as a business management function. Once accepted, but before embarking on an effective enterprise-wide implementation of project management as a business function, the enterprise’s executives must establish a unique organizational business strategy. That strategy is to create the specific organizational structure known as an Enterprise Project Management Organization (EPMO) at the executive level designated to manage the processes for implementing Enterprise-Wide Project Business Management (EWPM). The business responsibilities of the EPMO are to ingrain the project management disciplines and manage the processes, procedures, practices, templates and tools used to employ those disciplines enterprise-wide within the organization, and, as a strategic business objective, to implement project management as a core competency.

The added business benefits and value, of incorporating the various disciplines of project management into the strategic planning processes of the enterprise’s overall business operations, are to improve those strategic planning processes by adding a Project Business Management perspective. An EPMO, when included within the enterprise’s strategic planning process:

  • Supplies an executive-level project management planning input for development of business strategies;
  • Allows early identification and planning for the implementation of the Project Business Management processes applicable to developing the enterprise’s business strategies;
  • Provides assurance that business strategies do not conflict with those Enterprise Environmental Factors applicable to the organization;
  • Gives assurance that any business strategy to be accomplished by project-related actions and activities will support the enterprise’s vision and mission;
  • Provides a timely and accurate oversight capability to executives for future portfolios; and
  • Enables maturation of the enterprise’s Project Business Management strategic planning processes.

Establishing Enterprise-Wide Project Management (EWPM) practices as a business mindset improves communication and cooperation among all business functions. One value proposition of EWPM is that it focuses the enterprise’s resources on the leadership’s vision, mission, strategies, and related business objectives. This focus enables the enterprise to translate those objectives into executable project-portfolios, project-programs, and projects.

Establishing EWPM requires management to successfully make organizational and cultural changes, because EWPM implementation affects every level of the organization from the boardroom to all the staff below. Implementing EWPM is not easy, but the rewards to the overall enterprise are significant. The entire organization must recognize and adopt new attitudes that embrace Project Business Management best practices as the normal way of working. The successful acceptance of the significant changes affecting the enterprise’s organizational culture requires everyone to understand each change that is being implemented, why is it being done, and how it will affect their job. A number of actions can be taken by management to support individuals in gaining this understanding and help them support the changes that EWPM implementation will bring. Those actions include:

  • Encouraging individual participation in implementing the changes to provide a sense of personal ownership;
  • Acknowledging how the changes will improve the overall enterprise;
  • Articulating the benefits to both the enterprise and affected staff members;
  • Demonstrating that management has the tenacity to see the change process through to successful completion; and
  • Showing how management is providing overall planning and strong management support from start to finish for the EWPM implementation.

Adopting these changes requires the various existing organizational functions to embrace the Enterprise Project Management Organization (EPMO) and necessitates that the following be addressed by management:

More…

To read entire article, click here

Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2016). This series of articles is based on their books, research, courses and executive consulting experience.


About the Authors

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

flag-usa

 


Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected].com and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

flag-usa

 


Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

 

The Enterprise PMO in Operations Business Management

SERIES ARTICLE

Series on Project Business Management and the PMO

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC

USA

 


Integrating Projects with Strategic Initiatives and Business Objectives

One of the primary goals of employing Enterprise-Wide Project Management (EWPM) is establishing an Enterprise Project Management Organization (EPMO) to implement a more effective and efficient business model, which focuses on completing the strategic initiatives and associated business objectives being set by executive management for the enterprise. Realizing this goal requires the enterprise’s projects to be aligned with those strategic initiative and related business objectives. The EPMO can be the effective ex­ecutive-level functional business organization in accomplishing this goal.

Merging the business aspects of project management processes with the enterprise’s existing opera­tional business processes requires performing an analysis of how the enterprise is currently developing its business strategies and accomplishing the related business objectives. The analysis must also determine those processes requiring modification to promote a management-focus on the business of attaining those initiatives and objectives.

The executive management of the enterprise must determine where the internal organizations are with respect to effectively employing enterprise-wide project management from a business perspective, and then create a clearly documented baseline against which business-oriented improvements can be measured. Two key points of understanding should be drawn from that baseline analysis. These points relate first to strategic and tactical planning and secondly to the planning and execution of projects, project-program, and project-portfolios. Those points are: 1) the enterprise has identifiable enterprise environmental factors that are related to achieving its vision and accomplishing its purpose, and 2) it has also developed organizational process assets that directly affect the ability to accomplish the business objectives and successfully perform the associated projects. To be useful, this baseline needs to include the:

  • EPMO business purpose for the enterprise;
  • EPMO vision/mission related to the enterprise;
  • EPMO functional organizational structure definition;
  • EPMO related Organizational Process Assets identification; and
  • EPMO related Enterprise Environmental Factors identification.

This management documented baseline is essential to:

  • Identifying where the operational business processes need to be modified;
  • Streamlining some of the project-related business operational management processes;
  • Identifying where the project management processes need to be modified;
  • Folding project management business-oriented project-processes into the current business-management operational-processes;
  • Overseeing the management of project-portfolio, project-programs, and projects from the corporate office level;
  • Having the capability to quantitatively demonstrate the added value of project management;
  • Integrating project management with operations management in an effective manner;
  • Institutionalizing project management as a core business management competency;
  • Controlling enterprise operational and administrative cost levels (and profits if applicable) while implementing the EPMO;
  • Showing, in a demonstrable way, the benefits gained from establishing an EPMO;
  • Achieving the highest project management maturity level consistent with the enterprise’s needs; and
  • Sustaining project management as a functional business organization.

The task of senior executives is first to analyze and then to understand how the management discipline of project management can interoperate with the other management disciplines within their enterprise and how project management can support business operations. This analysis task should:

  • Identify, with a project management focus, the key operational aspects of the enterprise;
  • Document which management aspects are only operations business management processes;
  • Document which management aspects are only project business management processes;
  • Determine which aspects require folding project business management oriented project processes into the project-related business management operational processes; and
  • Determine where within the enterprise and at which organizational levels to integrate project management with operations management.

Many of the management analysis techniques that support executives in maintaining control in a dynamic and changing environment are based on one premise: break the process or operation down into manageable pieces. This premise is founded on the concept of cascading analysis. The management technique takes the entire process or operation and dissects it into successively lower and lower levels of detail until management understanding is possible and control can be ensured. In most processes, this means until a level of detail is reached where the management actions and activities can be quantified. This analytical concept is used in many management areas including:

More…

To read entire article (click here)

Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2016). This series of articles is based on their books, research, courses and executive consulting experience.

 


 

About the Authors

pmwj42-Jan2016-Bolles-BOLLES
L.
Bolles, PMP

Michigan, USA

flag-usa

 


Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

flag-usa

 



Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

Enterprise-Wide Project Management and the PMO as Business Concepts

SERIES ARTICLE

Series on Project Business Management and the PMO

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC

USA


Enterprise-Wide Project Management Concept and End-State Vision

The enterprise-wide project management (EWPM) concept cannot be, in and of itself, successful. On­ly the application of the EWPM concept, institutionalization of the practices and principles, and execution of the related process can be successful. The phrase enterprise-wide implies project management will be instituted throughout the enterprise. Our saying EWPM is a business function also means that a functional organization, such as the Enterprise Project Management Organization (EPMO), will manage the related project business management processes. Enterprise-wide project management is a project business man­agement concept that encompasses the integrated application of:

Multiple functional organizational structures;

  • Portfolio project-related management practices and processes;
  • Program project-related management practices and processes;
  • Project management practices and processes; and
  • Business operations management practices and processes.

Business operations, or just operations, can be defined as the day-to-day on-going business processes and activities within an enterprise, with the operational functional organizations being the business units that manage and perform the business operations.

We define the term Enterprise-wide Project Management (EWPM) as “the application of project business management practices and processes on an enterprise-wide basis, using an enterprise-wide pro­ject business management organization as the business unit to support management of the enterprise’s project-portfolios, project-programs, and projects.”

Current research in the project management field shows that best-in-class enterprises typically have highly effective project management cultures with advanced project management maturity.

The business operations of world-class successful companies are embracing and implementing mature project business management processes. These enterprises are successfully applying project management and control as core management disciplines. These enterprises are not only obtaining beneficial results from their project business management processes but also are achieving a significantly positive return on their investment using project business management.

All enterprises, including the smallest business enterprises, are involved in some form of project management. Enterprises with more complex operations are also involved in some form of program or portfolio project management. Establishing project management on an enterprise-wide basis is the key to achieving all the enterprise’s business objectives and obtaining the benefits, which are expected from ac­complishing the related projects, programs, and portfolios.

To be successful, project management must be viewed and treated as a key business function throughout the enterprise. It is critical that all those who work within the enterprise, including line man­agers, see executive level management supporting project management as a business function—publicly, completely, and without hesitation. Those executive managers must establish a business strategy and re­lated objective to institutionalize project business management practices as core competencies as the first critical step toward successfully instituting EWPM.

More…

To read entire article, click here

Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2016). This series of articles is based on their books, research, courses and executive consulting experience.

 


 

About the Authors

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

flag-usa

 


Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

flag-usa

 


Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

 

The Enterprise PMO as a Business Organization


SERIES ARTICLE

Series on Project Business Management and the PMO

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC

USA

 


 

The need to compete globally, increase market share, reduce costs, and improve profits — all in the pursuit of producing better products and services faster — are just a few of the reasons why most business enterprises seek proven ways to improve time-to-market, cost-to-market, and quality-to-market. Within businesses, the lines between operations business management and project management have become, and will remain, blurred and interlaced. The discipline of Project Management itself has grown and matured during the past 65 years. It now encompasses the management aspects of project-program management and project-portfolio management. Therefore, if all projects are to be planned and managed to provide the desired benefits and value to the enterprise then project management and business management must be integrated within and across the enterprise. It is this integration that we call Project Business Management (PBM) and its sustainable application requires an Enterprise Project Management Organization (EPMO).

To address this, the construct of Project Business Management provides for the utilization of integrated general business management, project-portfolio, project-program, and project management knowledge, skills, tools, and techniques in applying project-portfolio, project-program, and project processes. Project Business Management also places an emphasis on the start-up processes for projects, project-programs, and project-portfolios, making executives and senior management more aware of the impact these processes have on their business practices. The underlying objective is to meet or exceed stakeholder needs, and to derive benefits from, and capture value through, any project-related actions and activities used to accomplish the enterprise’s business objectives and related strategies.

Operations management and project management must coexist within the enterprise’s organizational structure and support the various business aspects and strategies of the enterprise. The PBM construct provides this holistic business view of the various aspects of project management, when coupled with the related business aspects of operations management. Our related PBM Framework and associated Model are based upon our ongoing research of, case studies for, and models of project/project-program/project-portfolio organizations (PMOs) and the application of enterprise-wide Project Business Management to generate enterprise business value and benefits.

To employ Project Business Management, the enterprise as a whole must recognize and adopt new attitudes that embrace project management best practices as the best way of doing project/program/portfolio business. This enables the enterprise to bring the full power of this new competitive weapon to bear in the battle of continued business growth and in many cases ensuring the enterprise’s ultimate survival in today’s highly competitive global market.

The effective use of project management techniques employed by PMOs, on an enterprise-wide basis, has become widely recognized as an effective approach for achieving improvements in all these areas. Some enterprises even view the project/program/portfolio organization (PMO) as a key weapon in their business arsenal to increase customer satisfaction and outdistance the competition.

Establishing senior executive ownership of the Project Business Management and the enterprise PMO within the enterprise is equated with authority in organizational structures; the closer a business unit is to the top, the higher is its actual and perceived level of authority, acceptance, adoption, and autonomy.

Positioning the project business management function at the top in a hierarchical organizational structure establishes its autonomy and thus “ownership” for setting up, distributing, supporting, and managing the application of project management best practices within the enterprise…

More…

To read entire article (click here)

Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2016). This series of articles is based on their books, research, courses and executive consulting experience.

 


 

About the Authors

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

flag-usa

 


Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the http://www.pbmconcepts.com/ for information about current and future book projects

To view other works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

flag-usa

 


Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

 

PMOs an Executive Office View

SERIES ARTICLE

Series on Project Business Management and the PMO

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC

USA


Interest in developing and deploying “Project Management Organizations” of one type or another has continued to expand. The number of articles and books related to project manage­ment organizations/offices (PMOs) continues to blossom as the growth of the project, project-program, and project-portfolio management professional practices continue worldwide. How­ever, useful information on how PMOs are providing value and benefits to their enterprise, how those PMOs function as a business unit, how they are structured, and what makes a PMO sustainable has been lacking. In addition, a larger set of business related questions exists con­cerning PMOs, which are of interest to the project management profession at-large and busi­ness executives in general.

Only a few enterprises currently employ project management as a successful business function at the executive level. However, we believe this will become a standard practice of future enterprise organizational models. Executives and business unit managers in today’s most forward-thinking enterprises are already taking project management disciplines beyond handling specific projects in manufacturing, product development, services, and information technology. They are adopting its powerful methods enterprise-wide. The practices of project, project-program and project-portfolio management are applicable to any type of enterprise, whether it is a for-profit company, a non-profit company, or a governmental agency. Therefore, the principles, processes, methods, and techniques recommended in this series of articles are aimed at existing enterprises with established business operations and defined functional or­ganizations.

The following quote is from one of our recent PMO Case Studies that speaks of the value their PMO provided their company:

“It is truly a journey to establish an Enterprise Project Management Organization and it takes tremendous passion, persistence, and patience to introduce and embed Project, Pro­gram, and Portfolio Management (PPM) concepts effectively within any enterprise. This EPMO Director feels fortunate to have had the honor to meet so many experts that have dedicated their lives to this field through practice, research, and publication. Through these interactions and their consultation, they have provided the one key lesson learned: That this is not easy – but then, nothing worth doing ever is.”

This series of articles will guide those enterprises interested in applying Project Business Management (PBM) practices, beginning with enterprise level PBM governance and progress­ing through PBM execution. We created and defined the term project business management in our book “The Power of PMOs and Enterprise-Wide Project Management” as:

The utilization of general business management and project management knowledge, skills, tools, and techniques in applying portfolio, program, and project and business manage­ment processes to meet or exceed stakeholder needs, to derive benefits, and to capture value through any project-related actions and activities used to accomplish the enterprise’s busi­ness objectives and related strategies.

Competition, corporate downsizing, and business process re-engineering have influenced many enterprises to investigate the concept of enterprise-wide project management. Project management is recognized as a professional discipline that contributes significant competitive advantages to any enterprise. In addition, project management is now being understood as something more than just a set of processes for controlling a project’s cost and schedule.

More…

To read entire article (click here)

Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2015). This series of articles is based on their books, research and executive consulting experience.

 


 

About the Authors

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

flag-usa

 


Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists enterprises, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

He performs speaking engagements, assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes, and conducts on-site organizational project business management capability assessments. Mr. Bolles provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy. He assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016.

He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/%20in/dlballc01. Visit the www.PBMconcepts.com for information about current and future book projects.

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

flag-usa

 


Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists enterprises, as a Subject Matter Expert (SME) consultant, to achieve their enterprise’s strategic business and tactical objectives. He provides analysis of their management structures, business processes, general business operations, and project management capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an outside third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also assists companies in the managerial as­sessments, development, and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides workshops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Con­gress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Pro­ject Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016.

He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/%20in/DarrelGHubbard. Visit http://www.pbmconcepts.com/ for information about current and future book projects.

To view previous works by Dennis Bolles and Darrl Hubbard visit their author showcase pages in the PM World Library at http://pmworldlibrary.net/authors/dennis-bolles/ or http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

Project Business Management and the PMO: Series Introduction

SERIES ARTICLE

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC

USA


In today’s global market, executives in the most competitively effective enterprises recognize the project management organization (PMO) as a functional business organization, which has emerged at the executive-level and can enable their enterprises to become world-class leaders in their markets. The marketplace is placing continuous and growing pressure on large enterprises to apply, in a more formal manner, business management to their projects, project-programs, and project-portfolios.

Research now shows the enterprise-level use of a PMO can ensure the alignment of projects with the enterprise’s business strategies. The research also shows senior executives are the primary sponsors and champions who have invested in the development and on-going management of their enterprise’s PMO’s.

Any enterprise-wide adoption of project management methodologies, processes, and best practices also calls for the enterprise-level PMO to be an executive-led and single-owner functional organization. The premise is that a PMO, which is able to deliver business benefits and value to their enterprise, must also be functional, effective, mature, and sustainable, therefore, executive led.

The PMO of yesterday never was, the PMO of today is not, and the PMO of tomorrow never will be just an “office.” The PMO is, was, and will continue to be a functional “organization” for the business management of projects, project-programs, and project-portfolios, which is a Project Management Organization.

During 2016 we will provide a series of articles to be published in the PM World Journal based on the analysis and related synthesized knowledge acquired from our Project Business Management OrganizationTM (PBMOTM) research over the past 18 years (1997 – 2015). Over the next twelve months, we will provide short articles on the following aspects of business and the PMO.

More…

To read entire article (click here)

 


 

About the Authors

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

flag-usa

 


Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the http://www.pbmconcepts.com/ for information about current and future book projects

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

flag-usa

 


G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit http://www.pbmconcepts.com/ for information about current and future book projects.