• Publisher

    Routledge

  • Date of
    Publishing

    August 28, 2015

  • Book size

    156 pages

  • Format

    Hardcover & Kindle

Rating

About the book

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.

AIPMO Review

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 While the book has been well-received, its practical relevance is limited by outdated references and the absence of Project Management Companies (PMCs) in the construction sector, an area ripe for contemporary analysis.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.

AIPMO's 10-point scale