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Delivering Successful PMOs serves as a companion book to Leading Successful PMOs (Peter Taylor), which served as a guide to all project based organizations offering a common language to describe the variety of possible PMOs, explaining how to do the right things, in the right way, in the right order, with the right team, and identifying what made a good PMO leader. The book takes this to the next level and provides a clear framework to conceive, design, build, prove and embody an enterprise PMO inside an organization, dealing with the strategic intentions, the politics, the people and the projects. It draws on the rare experience that Ray Mead, through his organization p3m global(www.p3m.global) had in building an enterprise PMO for a major organization (based in the Middle East) from the ground up – a ’greenfield’ enterprise PMO. Through this process he and his team have developed an invaluable methodology that is shared through this book alongside a real case study – this is not theory, this is not ’perfect’ world modelling, this is proven through practice and live application. The authors extend the guidelines from the first book and weave them in to the process of delivering a PMO that works for an organization and delivers success – measured by improved project health, greater returns on investment, a better project management community, closer connection to business strategy and a more mature project organization.
Rating: 6.3 – Published in 2015, the book titled “Delivering Successful PMOs” uses the PAD3T lifecycle model to guide the flow of the book and also references the P30 framework and PMI’s earlier PMO perspectives. While the book has been well-received, its practical relevance is limited by outdated references and the absence of Project Management Companies (PMCs) in the construction sector, an area ripe for contemporary analysis.
The print version’s layout is simple and efficient, akin to a top-tier publisher. However, the electronic format faces legibility issues with graphics, a significant drawback for digital readers. If the print version included color, it might feel more modern, akin to recent publications with colorful designs.
The book’s content is structured to provide clarity on the PMO delivery process through five distinct phases and eleven stages. Yet, it veers towards a traditional project management approach, with some inconsistent terminology caused by relying on P30 and PMI’s dependent frameworks, potentially confusing for readers seeking a cohesive methodology. The inclusion of change control methods and external model integration are strengths that add practical value.
An area of concern lies in the book’s use of a generic scale for PMO maturity assessments, which may not fully capture the nuances of service-oriented PMOs. Tailored maturity models would serve as a significant improvement for future editions. Additionally, the initial chapters’ case studies, which are based on practitioner reports that are not referenced, are deemed too narrow in focus, suggesting a need for more diverse and objective sources. The author’s international recognition lends credibility, yet the book lacks direct citations from practitioner publications and academic references, which could enhance its authority and richness.
The print version uses a simple, efficient layout, characteristic of a tier 1 publisher, but the EPUB format suffers from graphics that are not legible.
Published in 2015, the book’s relevance is somewhat diminished by its reliance on the now-dated P30 framework and the Project Management Institute’s (PMI) earlier perspectives on PMOs. While it aspires to universal relevance, its lack of coverage on Project Management Companies (PMCs) in the construction industry is a gap, given the evolving nature of PMOs in various sectors. Nonetheless, despite the age of some references, the book’s foundational principles remain pertinent to many organizations, underlining its enduring value. It’s essential, however, for readers to complement this book with more recent publications to ensure they are equipped with the latest industry standards and practices.
The book adopts a lifecycle model for PMO delivery, laid out through PAD3T’s five phases and eleven stages, guiding the reader with logical progression and clarity. Despite this structure, the book leans toward a traditional project management style rather than a service-oriented approach. The terminology, initially indicated to be consistent, varies throughout the book, incorporating different lexicons from P30, PMI, and Axelos. This inconsistency may pose challenges for seasoned readers expecting a unified methodology and set of terms.
The inclusion of various methods such as change control and the integration of external models enriches the book’s practical application. Yet, the use of a generic scale for assessing PMO maturity is a notable shortfall. Customized maturity models, tailored specifically for PMOs, would enhance the relevance and precision of the assessment. The PMO maturity uses a generic scale, and the maturity models referenced are not designed for PMOs. Maturity models should be designed around the framework employed; otherwise, they risk not covering the success factors of the entity being assessed.
The book is unique in terms of its friendly approach, the authors’ experiences, and framework, but the structure and content are typical of elements of a project methodology. There are many new concepts that have been identified since the book was written, which would likely impact how a second edition would be written. The authors state that this book is a sister book to “Leading Successful PMOs,” but it was not obvious of the connections nor the citations to create the link.
The examples intended as case studies for practitioners were provided in the first two chapters, but these consisted of snippets of information. The problem is they mainly focused on PMI, instead of considering a research report that could provide a more diverse and objective viewpoint.
The author is well-known internationally and has high credibility.
While the book’s positive reception on Amazon indicates its value to readers, its potential is not fully realized due to its heavy reliance on established frameworks from PMI and Axelos. The book would gain considerably in value if the authors articulated a distinct perspective on PMOs, particularly in areas where existing literature is scant or contentious. Additionally, there would be lower risks in managing the terminology challenge of two separate and competing project management organizations.
The book lacks citations to practitioner publications and academic references.
The main visual elements are the model and simple tables. These appear outdated compared to books published in the last 2 years.