Published here February, 2008.  

Introduction | Book Structure | What We Liked
Much That Is Familiar | Downside | Summary | Postscript

Much That Is Familiar

As you work your way through the book you will encounter much that appears somehow familiar from PMI publications, but elevated to a more senior management level above the standard management of a single project. For example, the following Figure is reminiscent of that found in the PMBOK Guide, but fortunately easier to follow.

Figure 1: Hierarchy of Business Planning Components
Figure 1: Hierarchy of Business Planning Components[12]

Other somewhat familiar subjects that you will encounter include such topics as: planning (Chapter 4), cultural change (Chapter 6), methodology and process models (Chapter 10), education and training (Chapter 13), work breakdown structures (Chapter 14), and earned value (Chapter 16). And all of that is to say nothing of the infamous Initiating-Planning-Executing-Monitoring & Controlling-Closing processes (Chapter 25). Here things get really interesting and where, true to form, "Note: Not all process interactions and data flow among the processes are shown", see Figure 2. (You can just read that in the bottom left hand corner of the flow diagram.)

Figure 2: Project Planning Processes Integration
Figure 2: Project Planning Processes Integration[13]

Each of the subjects are dealt with in detail and supported by carefully itemized tables and long bulleted lists. Of particular value in setting up an EPMO as recommended are the corresponding position descriptions. A particular position that we rather fancied, because it has a nice ring to it, would be to become a "BUPMO Manager". What is a BUPMO Manager you ask? Well, it's the manager of a Business Unit Project Management Office. If that doesn't satisfy you, you can seek promotion to become a DPMO (Division Project Management Office) manager - but somehow that doesn't sound quite so exciting. Either way, you obviously first have to get recruited to a pretty substantially-sized organization that can sustain those kinds of opportunities.

Of course, you also have to have the requisite qualifications and experience. For example, the position description for a BUPMO manager is described as: a "a senior or midlevel manager located in a business unit office that provides leadership of and supervises and manages the BUPMO. Experience/Education: 3-5 years + PM, 5-7 Years + Industry, BS, PMI-PMP."[14] And then there follows a list of responsibilities that contains no less than twenty-eight bullets, the sort of list that would make the average human resources position description writer swell with pride.

What We Liked  What We Liked

12. Ibid, Figure 4-1, p38
13. Ibid, Figure 25-2, p276
14. Ibid, p62
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