• Publisher

    William Dow

  • Date of

    August 30, 2012

  • Book size

    468 pages

  • Format



About the book

The Tactical Guide for Building a PMO by William Dow equips PMO Managers with the knowledge and skills to develop, refine, and enhance their Project Management Office (PMO). PMOs have existed for many years; however, PMO managers have very few resources to draw from to help them be successful. This book includes the step-by-step process of establishing, implementing, and running a new or existing PMO. This book covers: Introduction of the PMO Models, Staffing Models, Portfolio/Program/Project Management Methodologies, PMO Reporting, PMO Tools, and much more. While this book is tailored to the PMO Manager, it also benefits Portfolio, Program, and Project Managers.

Note: This book has been replaced with “The PMO Lifecycle: Building, Running, and Shutting Down.” AIPMO will publish the review of the new book in the coming weeks. 

AIPMO Review

Rating: 6.8 – The book, available in both electronic and paperback formats, offers readers options for accessing its content. While the digital version’s layout and style are commendable, the small print in the paperback edition may hinder reader engagement with both text and diagrams. Despite this drawback, the substantial content spanning 432 pages and seventeen chapters remains highly relevant to contemporary trends in project management office (PMO) establishment and implementation. 

Authored by William Dow, a renowned expert acknowledged by the Project Management Institute (PMI), the book is designed to assist individuals within organizations in establishing or restructuring PMO offices. Dow provides a comprehensive overview of various project management methodologies, encompassing portfolio, program, and project management, along with PMO types, tools, processes, capabilities, and reporting structures. Despite containing typos, the book remains a valuable resource for project managers transitioning into the PMO domain. 

Furthermore, the book offers practical scenarios, insights, methodologies, and templates invaluable for individuals operating within PMOs. Despite its 2012 publication date, many concepts and tools discussed remain relevant in today’s project management environment. Dow’s fresh approach, mixing old examples with new studies or applications, contributes depth to ongoing conversations in the field. 

Although lacking case studies, the book provides numerous examples to bolster readers’ grasp of crucial aspects concerning PMO construction and management. However, the author predominantly relies on citations from the PMI, suggesting an opportunity to incorporate references from other project management schools of thought. 

Moreover, while the book incorporates diagrams and tables, their poor quality in the paperback edition hampers reader comprehension. Improving the quality of visual aids across print format would enhance the book’s readability and accessibility, ultimately benefiting readers seeking to grasp project management principles and practices.

AIPMO's 10-point scale