PM Solutions Research – serie

Assisting organizations in improving their project management processes, the Project Management Maturity Model defines the industry standard for measuring project management maturity and agile and adaptive capabilities.Project Management Maturity Model, Fourth Edition provides a roadmap showing organizations how to move to higher levels of organizational behavior, improving project success and organizational performance. It's a comprehensive tool for enhancing project management practices, covering areas critical to organizational improvement, such as the project management office, management oversight, and professional development. It also provides methods for optimizing project management processes and suggestions for deploying the model as a strategic tool in improving business outcomes. New material in each chapter also outlines good practices for implementing adaptive an agile processes. The book also includes the Project Portfolio Management Maturity Model, which covers best practices for determining portfolio maturity, setting short-term priorities, implementing benefits realization management, improving portfolio management processes and tracking progress. The author, J. Kent Crawford, CEO of PM Solutions, describes the basics of project management maturity, including the benefits of assessing maturity, and presents a comprehensive framework for improving organization's processes. Chapters are based on the ten project management knowledge areas specified in the Project Management Institute's standard, the PMBOK® Guide. This edition provides new and revised materials based on the PMBOK® Guide including a fresh focus on agile and adaptive methods, benefits realization, and organizational change management. Organizations can use this book to:Determine the maturity of your organization's project management processesGauge readiness for agile transformationMap out a logical path to improve your organization's processesSet priorities for short-term process improvement Track and visualize improvements in project management over timeLearn to translate process maturity into business resultsAfter an objective assessment, an organization can set its goals for increasing the capability of its processes and develop a plan for reaching those goals. This book is ideal for anyone involved with improving the capability of an organization's project and portfolio management processes.

Assisting organizations in improving their project management processes, the Project Management Maturity Model defines the industry standard for measuring project management maturity and agile and adaptive capabilities.Project Management Maturity Model, Fourth Edition provides a roadmap showing organizations how to move to higher levels of organizational behavior, improving project success and organizational performance. It's a comprehensive tool for enhancing project management practices, covering areas critical to organizational improvement, such as the project management office, management oversight, and professional development. It also provides methods for optimizing project management processes and suggestions for deploying the model as a strategic tool in improving business outcomes. New material in each chapter also outlines good practices for implementing adaptive an agile processes. The book also includes the Project Portfolio Management Maturity Model, which covers best practices for determining portfolio maturity, setting short-term priorities, implementing benefits realization management, improving portfolio management processes and tracking progress. The author, J. Kent Crawford, CEO of PM Solutions, describes the basics of project management maturity, including the benefits of assessing maturity, and presents a comprehensive framework for improving organization's processes. Chapters are based on the ten project management knowledge areas specified in the Project Management Institute's standard, the PMBOK® Guide. This edition provides new and revised materials based on the PMBOK® Guide including a fresh focus on agile and adaptive methods, benefits realization, and organizational change management. Organizations can use this book to:Determine the maturity of your organization's project management processesGauge readiness for agile transformationMap out a logical path to improve your organization's processesSet priorities for short-term process improvement Track and visualize improvements in project management over timeLearn to translate process maturity into business resultsAfter an objective assessment, an organization can set its goals for increasing the capability of its processes and develop a plan for reaching those goals. This book is ideal for anyone involved with improving the capability of an organization's project and portfolio management processes.

Describes global best practices, competencies, and standards of superior project organizations based on research conducted by the Top 500 Project Management Forum. It emphasizes the selection process, performance evaluation, and personnel development to provide the key elements for adjusting and adapting to flexible conditions. The text also highlights enhancements in professional image, job performance, and personal earnings.

With step-by-step guidelines, this bestselling reference discusses the management of project opportunities by expanding the traditional risk management process to address opportunities alongside threats. It offers valuable tools and techniques that expose and capture opportunities, minimize threats, and deal with all types of uncertainty in your business and projects. Written by an experienced consultant and risk management specialist, this guide emphasizes that risk processes must cover both opportunities and threats if they are to assist in accomplishing project objectives and maximizing business benefits.

The second edition of this award-winning reference provides step-by-step instructions for establishing and maturing a project management office (PMO). Concise and easy to read, The Strategic Project Office, Second Edition covers the four primary areas of knowledge and practice regarding the PMO: governance and portfolio management, resource optimization, organizational change, and performance measurement.Winner of the 2001 David I. Cleland Project Management Literature Award from the Project Management Institute, the first edition introduced the concept of PMO as a strategic resource. This second edition adds reporting on cutting-edge research on the status and roles of today’s PMO, highlights best practices, and includes case studies of award-winning PMOs. It explores the various aspects of planning and implementing the strategic PMO and provides readers with an assessment model for measuring PMO practice maturity.New in the Second Edition:New and updated information on the use of collaborative and social media tools in project management New chapters on Project Portfolio Management and aligning projects and strategyNew information on using the Strategic Project Office as a strategy management centerUpdated content that reflects the latest version of the PMBOK® Guide Downloadable resources with time-saving templates and forms The first edition has been the foundation for much of my thinking about initiative management, and the second edition takes thought leadership to a new level. Crawford leverages years of experience to further improve an already excellent resource. The first edition of The Strategic Project Office sits on the top shelf of my bookcase. I’m sure that the second edition will have a similar pride of place … when I haven’t loaned it out to members of my team as homework.—Paul Ritchie, PMP, Director, Global PMO, Mead Johnson Nutrition, Inc.Praise for the Award-Winning First Edition:… provides a primer that is first-of-a-kind and best-of-class. Read it. Learn its lessons. Apply them. Improve your organization, your projects, and your global competitiveness.—PM Network, Books in Focus

This text describes global best practices, competencies, and standards of superior project organizations based on research conducted by the Top 500 Project Management Forum. It details the results of seven years of benchmarking and the bottom line value of project organizations in large functional enterprises. The text also highlights enhancements in professional image, job performance, and personal earnings.