Cover Page -- Table of Contents -- Foreword -- Preface -- Acknowledgments -- About the Authors -- About IIL -- Chapter 1 - Introduction - Building a PMO that Executives Embrace -- Chapter 2 - Why PMO Implementations Fail -- Chapter 3 - What is a PMO and What Should a High Value PMO Do? -- Chapter 4 - Moving Project Management -- Chapter 5 - Strategic Planning -- Chapter 6 - Applying Deming, Goldratt, and Six Sigma to Systems Thinking -- Chapter 7 - The Eight Major Subsystems -- Chapter 8 - The 4 × 4 Approach to Strategic Planning -- Chapter 9 - The Right Marketing Projects -- Chapter 10 - Securing the Future -- Chapter 11- The Governance Board and Prioritization Management -- Chapter 12 - Linking Project Progress to Strategic Objectives -- Chapter 13 - Delivery Management and Acceleration -- Chapter 14 - Project Portfolio Management -- Chapter 15 - Resource Portfolio Management -- Chapter 16 - Asset Portfolio Management -- Chapter 17 - The Critical Chain Approach -- Chapter 18 - Reducing Negative Human Behavior -- Chapter 19 - PMO Organization Models -- Chapter 20 - PMO Roles and Responsibilities -- Chapter 21 - Inputs and Outputs to a PMO -- Chapter 22 - PMO Measurement System -- Chapter 23 - EPM Tools and Their Value on Project Delivery -- Chapter 24 - PMO, PMI, and the PMBOK® -- Chapter 25 - The Executive Proposal in Detail -- Chapter 26 - Obtaining Executive Buy-In -- Chapter 27 - The PMO Value Proposition Maturity Model -- Chapter 28 - The Road Map to Implementing a PMO Executives Will Embrace -- Chapter 29 - Sustaining the PMO Value -- Chapter 30 - Conclusions -- Appendix A - The PMO Maturity Model -- Bibliography -- Index.