PEWPM Book Reviews

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CHAPTER 1 Executive Office Level View

1.1  Project Business Management

1.2  Your business Project, Program, and Portfolio Management

1.3  The EPMO as a Competitive Weapon and Its Benefits

1.4  Project Management as a Business Function

1.5  Impacts of Project Business Management Maturity

1.6  Factors of Project Business Management and EPMO Success


CHAPTER 2 The EPMO as a Business Organization

2.1 The Business Case for the EPMO

2.2 Typical Project Management Office Structure

2.3 Structuring the EPMO


CHAPTER 3 Enterprise-Wide Project Management as a Business


3.1 EWPM End-State Vision and Concept

3.2 Project Business Management-Integrating Project, Business, and Operations 


3.3 Project Business Management: Six Key Factors

3.4 Institutionalizing Project Management Takes Commitment


CHAPTER 4 Integrating Projects with Business Strategies and Objectives

4.1 Methodology

4.2 Strategic Planning

4.3 Tactical planning

4.4 PBM Based Planning

4.5 Key Points for Project Business Management Planning Success



CHAPTER 5 The EPMO as a Management Method

5.1 The EPMO as a Business Strategy

5.2 The EPMO as a Business Objective

5.3 The EPMO in PBM Planning Operations


CHAPTER 6 Setting Policy and Establishing the Charter

6.1 Managing Business and Cultural Change

6.2 Issuing the Project Business Management Policy Statement

6.3 Issuing the EPMO Charter

CHAPTER 7 Managing Portfolios, Programs, and Projects

7.1 Role of the EPMO in Managing Portfolios, Programs, and Projects

7.2 The EPMO in Large or Global Enterprises

7.3 Division Project Management Office (DPMO) Structure

7.4 Distributed Business Unit and Project PMO’s



CHAPTER 8 What is Standardization?

CHAPTER 9 Identifying and Integrating Processes and Practices

9.1 Iterative Management Processes

9.2 Identifying and Selecting Applicable Process

9.3 Integrating the enterprise’s Selected Processes

CHAPTER 10 Enterprise-Wide Project Business Management Methodology

10.1 Project Business Management methodology Models 2 through 5

10.2 Business Strategy Development Processes: Model 1

10.3 Business Objective Development Processes: Model 2

10.4 Portfolio Management Processes: Model 3

10.5 Program Management Processes: Model 4

10.6 Project Management Processes: Model 5

10.7 Process Summary Examples

CHAPTER 11 Creating Policies, Plans, and Procedures

          11.1 Determining the Need

            11.2 Positive Management Actions and Procedural System Traits

            11.3 Structured Development Approach

            11.4 Procedural System Developmental Process



CHAPTER 12 Capabilities and Competency

12.1 Enterprise Capabilities

12.2 What Is Competence in Management?

12.3 Project Management Competency Model

12.4 Portfolio, Program, and Project Management Career Paths

CHAPTER 13 Education and Training

13.1 Training Program Plan Overview

13.2 Training Goals

13.3 Training Organizational Structure and Responsibilities

13.4 Training Course Development/Scheduling/Registration

13.5 Training Program Course Directory

CHAPTER 14 Effective and Efficient Work Breakdown Structures

14.1 What Is Work Structuring?

14.2 Why Is an EWBS Prepared and What Are the Benefits?

14.3 What Makes a Successful enterprise-Wide Work Breakdown Structure?

14.4 How to Design and Build an EWBS

14.5 How to Prepare an EWBS

CHAPTER 15 Project Business Management System

15.1 What is a PBMS?

15.2 What Are the Purposes and Benefits of the PBMS?

15.3 User Interface

15.4 Data Processors

15.5 Data Warehouse

15.6 Actual Costs and Accounting Systems interfaces

CHAPTER 16 Earned Value and Real Project Cost Accounting

16.1 Earned Value Measurements

16.2 Project Cost Accounting Methodology

CHAPTER 17 Communications and Risk Management

17.1 Communications Management

17.2 Risk Management



CHAPTER 18 PBMM Integrated Planning and Execution

18.1 Five Elements of Project Business Management Planning

18.2 Gate Review Process

18.3 Cost Benefits of Project Business Management Planning

18.4 PBM Methodology Stakeholders

CHAPTER 19 PBMM Strategic Business Development

19.1 Identifying and Compiling Business Strategies

19.2 Documenting the Strategic Business Plan and Business Cases

19.3 Executing the Business Strategies

CHAPTER 20 PBMM Business Objective Development

20.1 Developing Business Objectives

20.2 Documenting Business Objectives

20.3 Prioritizing Business Objectives for Execution

20.4 Executing the Business Objectives

CHAPTER 21 PBMM Component Selection and Initiation

21.1 PBM Component Organization and Selection

21.2 PBM Component Initiation

CHAPTER 22 Portfolio, Program, and Project Initiation and Authorization

CHAPTER 23 Portfolio PBMM Planning and Execution

23.1 Portfolio Initiation Processes

23.2 Portfolio Planning Processes

23.3 Portfolio Executing Processes

23.4 Portfolio Monitoring and Controlling Processes

23.5 Portfolio Closing Processes

CHAPTER 24 Program PBMM Planning and Execution

24.1 Program Initiation Processes

24.2 Program Planning Processes

24.3 Program Executing Processes

24.4 Program Monitoring and Controlling Processes

24.5 Program Closing Processes

CHAPTER 25 Project PBMM Planning and Execution

25.1 Project Initiation Processes

25.2 Project Planning Processes

25.3 Project Executing Processes

25.4 Project Monitoring and Controlling Processes

25.5 Project Closing Processes



CHAPTER 26 Process and Practice Maturity

26.1 Maturity Concept

26.2 Project Management Maturity Cost Perspective

26.3 Stages of Project Business Management Maturity

26.4 PROJECT Business Management Maturity Model

26.5 Components of Maturity

26.6 Evaluating Maturity

26.7 Improving Maturity

CHAPTER 27 PMO Case Study Results

27.1 Study Results

27.2 Results Analysis

27.3 Study Conclusions




APPENDIX A  Forms, Tools, and Templates

APPENDIX B  Project Business Management Maturity Evaluation Model

APPENDIX C  PMO Case Study Survey