Editorial Review:
Describing the initiation, design, execution, and control of a strategic project office, this book provides step-by-step instructions for establishing a PMO. The author emphasizes cost management, cultural change, risk assessment, resource allocation, and skills tracking to increase project value, organizational efficiency, and productivity. He explores various aspects relating to planning and implementing the strategic project office, and concludes by considering how to change the organizational culture to match the new organization. Concise and easy, the book covers the many pitfalls and minefields and provide strategies to avoid them.
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Customer Reviews
Average Customer Rating: 
Great reference material 2008-01-27
I attended Kent Crawford's seminar on the Strategic Office several years ago and enjoyed it tremendously. Kent knows his stuff and uses facilitation techniques in the seminar to generate the sharing of ideas from all participants, which makes the seminar so valuable. This book is given as reference material for the seminar. In fact, I have not read the book entirely, but use it more as a reference material, and now that I am browsing through it again it makes me want to read it entirely!
What I used from this book: the Project Management Maturity Model (so far still the most pragmatic model I have seen), the project management templates at the end of the book, the questionnaire for capturing lessons learned, and sample issues identification list.
This book is focused on the organizational aspects and gives sound advice, but is not detailed at how to implement a generic PMO since it assumes that each organization is really different.
A solid book  2007-09-01
I really liked this book. It provides what the name implies... a "strategic" overview of how to use the project office to "improve organizational performance". It's not the biggest book so don't expect an encyclopedia of project office knowledge, but from an organizational leader perspective, it seems to hit the mark for me.
Consulting Drivel  2003-05-30
Imagine this: a consultant that sells project management offices writing a book to tell us about how great they are. Kind of like a 1990s stock analyst boasting about how great a telecom company's stock is just after his buddy in the investmant bank did the IPO.This book is nothing more than a white paper selling PMOs. The findings paint a rosy picture for project managers, but it does not actually approach strategy credibly from a VP's point-of view, let alone that of a CEO (i.e. the people who develop strategies). Furthermore, this book has no substance nor credible analysis behind its findings. Just because a company puts credence behind its PMO does not make it "strategic," regardless of where it's located in the corporate hierarchy. Strategy is the material of Michael Porter, Clay Christensen, Peter Drucker, Dave Teece, etc., and they're not talking about PMOs. The material presented in the book may be of some interest for rank-and-file project managers, but it's definitely not a book about developing and executing strategy.
The Strategic Project Office - A Guide to Organizational Per 2003-02-28
I thought I had a pretty complete library on Project Management and the PMO. However, this is the most authoritive volume I have encountered. There are step by step instructions and direction on establishing a PMO and best practices within that organization. There are also many of the pitfalls and minefields associated with starting this type of office. The chapters are easy to read, and concise. The information is well organized and presented best suited to a mid-level professional involved in PMO or Project Management activities.
I wholeheartedly recomend this to those who have never setup a PMO or best practices organization. Those who have much experience in this fields may be looking for other specialized topics.
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