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PMO Framework and PMO Models for Project Business Management

SECOND EDITION                                                         

Darrel G. Hubbard, PE, President

D.G.Hubbard Enterprises, LLC 

and 

Dennis L. Bolles, PMP, President

DLB Associates, LLC

USA
________________________________________________________________________

ABSTRACT

The Project Management Institute (PMI®) in the introduction to its Pulse of the Profession: PMO Frameworks (PMI 2013d) stated: “… discoveries from this exploratory work [2012] was that many [executives and practitioners] are challenged with some of the most basic no­tions about a “PMO:” What do the letters stand for? What kinds of PMOs exist? What are the functions of the various types? Who do PMOs support? Surprisingly, the very same questions existed at all levels of management, from executive level leaders in charge of entire global organizational project and project-program management operations to line managers in charge of operating the single function, departmental, or divisional PMO.”

In our work, we also include the following business management related questions asked by senior business executives: What makes a PMO sustainable? How does a PMO deliver busi­ness benefit and value? What is, and is not, a PMO? Why does the position of the PMO with­in the enterprise matter? How do PMOs relate to the operational side of the business? What are the major steps in establishing a PMO? Is there a standard or guideline for a PMO or its structure? Does the title of the PMO matter? What is a business-oriented framework for PMOs? What PMO Models would create a business-oriented organizational function?

Beginning in 1997, we began researching and publishing answers to groups of those ques­tions. This paper provides an overview of a project business management PMO Framework and PMO Models useable within most enterprises and a related analysis that provides an­swers to those questions from a business management perspective (Bolles & Hubbard 2007a & b, 2008, 2009, 2012, & 2014) (Hubbard & Bolles 2012 & 2013). The PMO framework and associated models presented are based upon our ongoing research on case studies and models for project/project-program/project-portfolio organizations (PMOs) and the application of enterprise-wide project business management to generate enterprise business value and bene­fits.

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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 8th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2014. A second updated version of the paper was also presented at the Project Management Institute’s 2014 North American Global Congress in Phoenix, Arizona, USA in October 2014. This further updated version is republished here with the permission of the authors and the UT Dallas PM Symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

About the Authors

dennis bollesDennis L. Bolles, PMP flag-usa

Michigan, 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 a member of the PMI Virtual Community of Practice Advisory Group (VCAG) advising the Manager of Community Development on future program enhancements and initiatives that would increase the value of PMI’s Communities of Practice and further develop their leadership to mature their communities. He was 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: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012.

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

darrel g hubbardDarrel G. Hubbard, P.E.flag-usa

California, 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: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012.

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