A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts : a Validation of Project Business Management (PBM) and the PBM Organization Model for Achieving Business Benefits and Value

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PBMconcepts, 2012 - Project management - 376 pages
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This book, through the included full-text case studies, provides the reader actual information on how project, program, and portfolio management offices (PMOs) are being structured and operated by current project management organizations. This book explores the actual business actions taken by well-known enterprises that shared, in a business case study format the "what" and the "how" they used to developed and manage their project management organization. Through their included case studies, they provide the reader the actual "how-it-is-being-done" by current project management organizations. Knowing what specific actions have been taken by others and what PMO organizational models they applied, provides the user with information on how to proceed after executive management gives the go-ahead to establish a PMO. This knowledge can be used immediately by enterprises, of any size or type, to implement a Project Business Management Organization and to establish Project Business Management enterprise-wide.

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About the author (2012)

Dennis L. Bolles has more than 45 years of experience in multiple industries providing business and project management professional services. He has been a member of PMI since 1985 received his PMP(R) 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(R) Guide Third Edition in 2004. He has served on and contributed to multiple PMI Standards over the past 20 years. He is a published author of many project management articles, Congress/Symposium/Chapter PDD 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, 2011 and is the co-author of The Power of Enterprise-Wide Project Management, AMACOM, NY, 2007 and A Com¬pendium of PMO Case Studies: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012. Darrel G. Hubbard has over fifty years of broad experience in management, consulting, and technical positions. He has held various corporate executive and line management positions, has been a project manager for many commercial projects, and has been a senior manager and designated "key person" on major government contracts. He provides professional services, conducts trainings, and gives seminars in the field of project management. Mr. Hubbard holds a bachelor's degree in mathematics and physics with a minor in chemistry from the Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined PMI in 1978 and was the PMI Standards Deputy Project Manager who provided leadership to the project core team with Mr. Bolles in the delivery of PMBOK(R) Guide Third Edition. He is a published author of numerous project and business management articles, a sought after speaker, and co-author of The Power of Enterprise-Wide Project Management, AMACOM, NY, 2007 and A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012. He is also a contributing author to The AMA Handbook of Project Management, AMACOM, NY 1993.

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