There are plenty of books "out there" on project management tools and techniques, and plenty about setting up and running Project Management Offices (PMOs). Peter Taylor has set out to write a book to guide all would-be and current PMO leaders, focussed on leading PMOs rather than managing them. It includes views from various PMO stakeholders, from Project Managers to C-level executives, and some accounts from successful PMO leaders.
What makes this book different from others is that it touches only lightly on the mechanisms of project / programme / portfolio management and how a PMO runs, and instead focuses on the features and attributes of successful PMOs, and by extension the features and attributes of successful PMO leaders.
This book analyses the various types of PMO and their characteristics without recommending any single one as the panacaea to all project management ills; rather it invites the reader to consider which is the best fit for their own business. It provides check lists, tests and suggested actions to help PMO leaders to evolve their PMOs to continually add value, thereby increasing the chances of PMO longevity.
Peter has found an excellent tone of voice in writing this book; it sounds like a seasoned "old pro" mentoring a well-respected up-and-coming colleague. This book lacks the humour of The Lazy Project Manager (which initially disappointed me) but by the time I had reached the end of the book (which at 186 pages including appendices took me only a couple of hours) I found I was no longer missing it.
All in all I found this an enjoyable and informative read, with some new thinking based on original (informal) research. I would recommend this book to all PMO leaders, and those aspiring to become so. At £35 RRP it isn't cheap, but it's the kind of book you'll come back to again and again.