Implementing The Virtual
Project Management Office
Bronvermelding
Titel : Implementing The Virtual Project Management
Office
Druk : 1
Auteur : M. Goncalves
Uitgever : McGraw-Hill
ISBN (boek) : 9780071459181
Aantal hoofdstukken (boek) : 10
Aantal pagina’s (boek) : 312
De inhoud van dit uittreksel is met de grootste zorg samengesteld. Incidentele onjuistheden kunnen niettemin voorkomen.
Je dient niet aan te nemen dat de informatie die Students Only B.V. biedt foutloos is, hoewel Students Only B.V. dat wel
nastreeft. Dit uittreksel is voor persoonlijk gebruik en is bedoeld als wegwijzer bij het originele boek. Wij raden aan altijd
het bijbehorende studieboek te kopen en dit uittreksel als naslagwerk erbij te houden. In dit uittreksel staan diverse
verwijzingen naar het studieboek op basis waarvan dit uittreksel is gemaakt.
Dit uittreksel is een uitgave van Students Only B.V. Copyright © 2011 StudentsOnly B.V. Alle rechten
voorbehouden. De uitgever van het studieboek is op generlei wijze betrokken bij het vervaardigen van dit
uittreksel. Voor vragen kun je je per email wenden tot .
,Inhoudsopgave
Hoofdstuk 1 A Business Case for a PMO 3
Hoofdstuk 2 Introduction to the PMO and its Requirements 6
Hoofdstuk 3 ePMO Versus Conventional PMO 8
Hoofdstuk 4 The Virtual Project Management Office: An Overview 10
Hoofdstuk 5 Developing an ePMO 12
Hoofdstuk 6 Developing the ePMO Business Processes 14
Hoofdstuk 7 Information Systems for ePMO Excellence 15
Hoofdstuk 8 Methodology and the Organizational Culture 17
Hoofdstuk 9 ePMO and PMI’s OPM3 20
Hoofdstuk 10 Developing Standards and Methods 23
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Bron : Implementing The Virtual Project Management Office - M. Goncalves
, Hoofdstuk 1 A Business Case for a PMO
The entire process of implementing a Project Management Organization (PMO) extends
beyond the tasks. By building a database of project information over long periods, it is
possible for an organization to move up towards Capability Maturity Model (CMM)
requirements. Further, such historic data would be an effective tool in feasibility studies and
risk assessments.
1.1 The PMO as a Knowledge Management System
Since 1996, The World Bank has been striving to become “Knowledge” bank. Efforts were
being taken in the form of evolving global repositories and benchmarking with companies and
consultants to achieve this. The organization had Knowledge Management (KM) as part of
its strategic plan and defined how it applied to its own projects. The expenses on KM efforts
of World Bank were over 5% as compared to 2% in today’s scenario. As part of the
knowledge transfer to its employees, mandatory training was given for two weeks in a year.
Expert groups were formed such that half its employee strength participated in at least in one,
which produced excellent results.
Though many organizations achieved success, the KM system was different in each case.
Many companies require systems that filter the methods and documents that are in existence
and collate them in a presentable manner.
1.2 Gathering Knowledge
IT implementations do not guarantee knowledge transfer and strategic actions. One of the
main issues facing KM is to attend to cultural shifts. The objective of a powerful PMO/KM
system is to achieve improvement in operational efficiency by providing adequate data and
reducing chances of risks.
1.3 Enabling Effective Risk Assessment and Mitigation
Identifying potential risks and failures in a project provides a strong base. Data on such risks
can be built into a project repository, so that success rates are improved. The process of risk
assessment involves identification of areas of highly uncertain situations and worst
constraints.
The important element in a project is that of meeting user-requirements. Credits: page 6;
chapter 1; Implementing Virtual Project Management; Marcus Goncalves.
1.4 Proliferation of International Projects
Since the projects are distributed globally, a project manager has to virtually review each
instead of physically walking around. The importance of electronic/Virtual Project
management Organization (ePMO/VPMO) is felt here, which has the same concepts as any
other PMO. Credits: page 8; chapter 1; Implementing Virtual Project Management; Marcus
Goncalves.
1.5 Worldwide Partnerships
As part of globalization efforts, many countries are shifting manufacturing facilities to reap
the benefits of cheap labor costs, tax laws and skilled professionals. A survey by Project
Management Institute (PMI) observes that 168% cost overruns are suffered and just 22% of
them are completed on time within the budget. The main problem lies in not maintaining
project records and negligence towards analysis of project metrics. ISO 9000 certification
system emerged to cope with such problems in all areas of business, across various industry
groups.
www.studentsonly.nl Voor de beste uittreksels! 3
Bron : Implementing The Virtual Project Management Office - M. Goncalves
Project Management Office
Bronvermelding
Titel : Implementing The Virtual Project Management
Office
Druk : 1
Auteur : M. Goncalves
Uitgever : McGraw-Hill
ISBN (boek) : 9780071459181
Aantal hoofdstukken (boek) : 10
Aantal pagina’s (boek) : 312
De inhoud van dit uittreksel is met de grootste zorg samengesteld. Incidentele onjuistheden kunnen niettemin voorkomen.
Je dient niet aan te nemen dat de informatie die Students Only B.V. biedt foutloos is, hoewel Students Only B.V. dat wel
nastreeft. Dit uittreksel is voor persoonlijk gebruik en is bedoeld als wegwijzer bij het originele boek. Wij raden aan altijd
het bijbehorende studieboek te kopen en dit uittreksel als naslagwerk erbij te houden. In dit uittreksel staan diverse
verwijzingen naar het studieboek op basis waarvan dit uittreksel is gemaakt.
Dit uittreksel is een uitgave van Students Only B.V. Copyright © 2011 StudentsOnly B.V. Alle rechten
voorbehouden. De uitgever van het studieboek is op generlei wijze betrokken bij het vervaardigen van dit
uittreksel. Voor vragen kun je je per email wenden tot .
,Inhoudsopgave
Hoofdstuk 1 A Business Case for a PMO 3
Hoofdstuk 2 Introduction to the PMO and its Requirements 6
Hoofdstuk 3 ePMO Versus Conventional PMO 8
Hoofdstuk 4 The Virtual Project Management Office: An Overview 10
Hoofdstuk 5 Developing an ePMO 12
Hoofdstuk 6 Developing the ePMO Business Processes 14
Hoofdstuk 7 Information Systems for ePMO Excellence 15
Hoofdstuk 8 Methodology and the Organizational Culture 17
Hoofdstuk 9 ePMO and PMI’s OPM3 20
Hoofdstuk 10 Developing Standards and Methods 23
www.studentsonly.nl Voor de beste uittreksels! 2
Bron : Implementing The Virtual Project Management Office - M. Goncalves
, Hoofdstuk 1 A Business Case for a PMO
The entire process of implementing a Project Management Organization (PMO) extends
beyond the tasks. By building a database of project information over long periods, it is
possible for an organization to move up towards Capability Maturity Model (CMM)
requirements. Further, such historic data would be an effective tool in feasibility studies and
risk assessments.
1.1 The PMO as a Knowledge Management System
Since 1996, The World Bank has been striving to become “Knowledge” bank. Efforts were
being taken in the form of evolving global repositories and benchmarking with companies and
consultants to achieve this. The organization had Knowledge Management (KM) as part of
its strategic plan and defined how it applied to its own projects. The expenses on KM efforts
of World Bank were over 5% as compared to 2% in today’s scenario. As part of the
knowledge transfer to its employees, mandatory training was given for two weeks in a year.
Expert groups were formed such that half its employee strength participated in at least in one,
which produced excellent results.
Though many organizations achieved success, the KM system was different in each case.
Many companies require systems that filter the methods and documents that are in existence
and collate them in a presentable manner.
1.2 Gathering Knowledge
IT implementations do not guarantee knowledge transfer and strategic actions. One of the
main issues facing KM is to attend to cultural shifts. The objective of a powerful PMO/KM
system is to achieve improvement in operational efficiency by providing adequate data and
reducing chances of risks.
1.3 Enabling Effective Risk Assessment and Mitigation
Identifying potential risks and failures in a project provides a strong base. Data on such risks
can be built into a project repository, so that success rates are improved. The process of risk
assessment involves identification of areas of highly uncertain situations and worst
constraints.
The important element in a project is that of meeting user-requirements. Credits: page 6;
chapter 1; Implementing Virtual Project Management; Marcus Goncalves.
1.4 Proliferation of International Projects
Since the projects are distributed globally, a project manager has to virtually review each
instead of physically walking around. The importance of electronic/Virtual Project
management Organization (ePMO/VPMO) is felt here, which has the same concepts as any
other PMO. Credits: page 8; chapter 1; Implementing Virtual Project Management; Marcus
Goncalves.
1.5 Worldwide Partnerships
As part of globalization efforts, many countries are shifting manufacturing facilities to reap
the benefits of cheap labor costs, tax laws and skilled professionals. A survey by Project
Management Institute (PMI) observes that 168% cost overruns are suffered and just 22% of
them are completed on time within the budget. The main problem lies in not maintaining
project records and negligence towards analysis of project metrics. ISO 9000 certification
system emerged to cope with such problems in all areas of business, across various industry
groups.
www.studentsonly.nl Voor de beste uittreksels! 3
Bron : Implementing The Virtual Project Management Office - M. Goncalves
