Advanced Project Portfolio Management and the PMO

After decades of improvement initiatives, the majority of project managers still fail to meet their goals. Executives are being fired in record numbers. This book traces the connection between these two facts and provides a mountain of surprising insights. The latest attempt to solve these problems, a center of project management intelligence and coordination called the Project Management Office (PMO), is correct but ill-fated. Without some fundamental change in its focus and approach, the PMO will become another passing fad.

This book tells executives what they must know to execute flawlessly,using portfolio management as a strategic weapon. Executives must understand the details, at least through Parts I and II of this text, to make project management work in their organization.