TABLE OF CONTENTS   SECTION 1 OVERVIEW 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                      Concept 3.1 EWPM End-State Vision and Concept 3.2 Project Business Management-Integrating Project, Business, and Operations        Management 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   SECTION II GOVERNANCE 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   SECTION III STANDARDIZATION 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   SECTION IV CAPABILITY 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   SECTION V EXECUTION 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   SECTION VI MATURITY 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   EPILOGUE   APPENDIX A  Forms, Tools, and Templates APPENDIX B  Project Business Management Maturity Evaluation Model APPENDIX C  PMO Case Study Survey   INDEX