The inspiration behind The Program Management Office: Establishing, Managing, and Growing the Value of a PMO was simple: To create a single, informative guide to aid readers who are investigating, planning, implementing, or evolving a PMO in their organization in establishing, implementing, and managing a successful PMO.  Whether you're implementing a Program Management Office, Project Management Office, Project Support Office, Enterprise Program Office, or just a "PMO", you need this book! 

Clearly, this is not the only PMO book on the block. Other books in the market tend to fall into one of two categories: 600 page behemoths that drown the reader in questionably relevant detail and "niche" books that carry high price tags (80 USD and up) and only focused value.

Of course, there are exceptions. Kendall and Rollins have a great book on the market that discusses many of the "advanced" aspects of portfolio and PMO management. But, by and large, there seems to be a gap in the market when it comes to practical, useful guides that help a reader to get their PMO "off the ground" and plan for its early life and a promising future. This book seeks to address that gap.

You can read more about the specific features of the book and gain some insight into the breadth and depth of topical coverage by checking out the Features page on this site. Of course, the site won't answer all of your questions, but we're happy to try to fill in the gaps via e-mail--check out the Contact page for more information.

Your guide in the journey to PMO utopia is Craig J. Letavec, MSPM, PMP, a noted author and presenter and a student of all things project management. Craig holds a Master of Science degree in Project Management from the School of Business and Public Management at George Washington University and the Program Management Professional (PMP®) designation from the Project Management Institute(PMI). Craig serves as Vice-Chair of the Project Management Institute's Program Management Office Specific Interest Group (PMOSIG) and has been a reviewer and contributor to several significant PMI deliverables including the Practice Standard for Program Management and the Practice Standard for Work Breakdown Structures.

Craig has seen the good, the bad, and the downright ugly when it comes to project management practices. As a project, program, and PMO leader for several Fortune 500 organizations, he has a unique perspective on establishing project and program practices in large corporations. He has also worked in the "dot com" start-up world and has seen the trials and tribulations that small companies face when dealing with attempting to formalize project, program, and PMO practices while moving quickly to satisfy the needs of employees, customers, and investors in the fast-paced world of start-up organizations. Craig has worked in PMOs, established and managed PMOs and project methodologies, and studied the role of the project management and the PMO as an evolutionary force in organizations and as a driver of change in the project management cultures of organizations.