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Executive PMO – Blending Project Management and Business Management

SECOND EDITION

By Darrel G. Hubbard, PE, President,

D.G.Hubbard Enterprises, LLC

And

Dennis L. Bolles, PMP, President,

DLB Associates, LLC

USA
________________________________________________________________________

Abstract

Enterprises can no longer afford to continue to authorize, fund, or execute projects without a clear driving strategy. The authors’ research shows that enterprises have identified opportunities to improve the alignment of project execution with corporate strategies and objectives that support the enterprise’s mission and vision, through the use of executive-level PMOs. The executive PMO is being seen as the change agent and unifying force within the enterprise. It has the ability to influence outcomes, lead projects that are enterprise-wide, and encourage and drive collaborative cooperation among the various business units to deliver desired benefits and value.

The research results were extracted from detailed full-text project management office case studies prepared and submitted in 2012 by both commercial and governmental enterprises in response to a formal questionnaire. The case studies are documented in the authors’ book, A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts. The extensive survey instrument was based upon the authors’ Project Business Management (PBM) model and related Project Business Management Organization (PBMO) concept. The paper presents conclusions relating to the future of PMOs, which include challenges being experienced in implementation and maturation; types of benefits and values being delivered; roles, responsibilities, and authorities; and positioning within the enterprise.

Introduction

The business pressures during the recent period of global expansion and the following recession resulted in a growing number of enterprise-wide projects. The additional requirements necessary to handle these projects exacerbated the issues already associated with what had been the normal ways many enterprises were doing business. To put this in perspective, about 25% of all the goods and services produced in human history were produced in the last 10 years. The global economy is influencing organizations to establish better means of managing portfolio, programs, and projects, and to prioritize their projects and programs to achieve business results and value more efficiently and proficiently.

During this time of change, another key challenge emerged for business. The time allotted for projects and programs to be vetted, and changes to be accommodated, is being condensed. This challenge affects the enterprise’s ability to ensure that projects and programs align with existing strategies that support the enterprise’s mission and vision. Enterprises can no longer afford to continue to authorize, fund, or execute projects without a clear driving strategy.

A mounting pressure continues for large enterprises in the marketplace to apply more formal business management principles, practices, and processes to the projects in their portfolios and programs. Many executives and business unit leaders recognize that the effective management of their projects has a measurable impact on their enterprise’s bottom line. Management also recognizes that they depend on the proper application of specific business, portfolio, program, and project management processes.

More…

To read entire paper (click here)

Editor’s note:  Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 6th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2012.  It is republished here with the permission of the authors and UT Dallas.

About the Authors

Dennis Bolles

Dennis Bolles is the President of DLB Associates, LLC and has more than 40 years of experience in multiple industries providing business and project management professional services. He has been a member of the Project Management Institute (PMI®) since 1985 received his Project Management Professional (PMP® ) certification in 1986 (#81) and is a founder/charter member of the PMI Western Michigan Chapter serving on its Board of Directors in several positions since its 1993 inception.  Dennis is the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the PMBOK® Guide Third Edition in 2004. He has served on and contributed to multiple PMI Standards over the past 20 years.

Dennis is a published author of many project management articles, served as Key Note speaker at PMI Congresses in St. Petersburg, Russia, Athens, Greece, and Santiago, Chile. He is a guest speaker at PMI Chapter Dinner meetings and Professional Development Days across the USA, a presenter at several PMI North American Congresses and other Symposiums, and presents Webinars for PMI Chapters and Communities of Practice around the world.

He is the author of Building Project Management Centers of Excellence, AMACOM, 2002. He is the Co-Editor of The PMOSIG Program Management Office Handbook, JRoss, 2011. He is the co-author of the books The Power of Enterprise-Wide Project Management, AMACOM, 2007 and A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts, PBMconcepts, 2012.

Visit his website at www.dlballc.com for information about DLB Associates, LLC and www.PBMconcepts.com for information about current and future book projects.

Darrel G. Hubbard

Darrel G. Hubbard, PE is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has 45 years of experience in executive, consulting, line management, and technical positions; was a project manager on commercial projects; and a designated “key person” under government contracts. Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from the University of Minnesota at Moorhead. He is a registered Professional Engineer in Control Systems in California.

He joined PMI in1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the PMBOK® Guide Third Edition. He is a published author of many articles, was the Exhibitor Chairperson for the 1993 PMI Symposium, a presenter at several PMI Congresses and other Symposiums, and guest speaker at PMI Chapter meetings. He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and is co-author of the books The Power of Enterprise-Wide Project Management, AMACOM, 2007 and A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts, PBMconcepts, 2012.

He can be contacted at [email protected]. Visit the PBMconcepts website at www.PBMconcepts.com for information about current and future book projects.