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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

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Dennis
L. Bolles, PMP

Michigan, USA

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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

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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/