Project Portfolio Management

1. Portfolio Management Foundations

• Organizational Project Management
• Portfolio Management and Organizational Strategy
• Roles and Responsibilities of a Portfolio Manager
• PMI View of Portfolio Management

2. Project Success and Portfolio Management

• Role of Portfolio Management in Project Success
• Effective Portfolio Management

3. Executive Involvement in Portfolio Management

• Executive Involvement
• Capacity Management

4. Strategic Alignment

• Value Considerations
• Project Prioritization

5. Considerations Other than Strategic Alignment

6. Metrics

7. Project Portfolio Management Complications

8. Role of the Project Management Office

Hands-on Exercises:

• Terminology
• Efficiency of Multitasking
• Strategic Priorities and Conflicts
• Limiting Resources
• Organizational Constraints
• Strategic Assets
• Conduct a Strategic Evaluation
• Develop a Preliminary Prioritization Model
• Improve a Project Valuation Model
• Perform a Project Analysis
• Prioritize Projects

• Differentiate project portfolio management from other management disciplines
• Relate projects to an organization's strategic objectives
• Explain what is involved in project prioritization in large, complex organizations
• Develop and apply a project prioritization model that incorporates the many and varied aspects of project value
• Prioritize projects on the basis of their strategic value
• Schedule projects on the basis of strategic priorities so as to maximize the benefits derived from an organization's ability to complete projects
• Maximize the volume of projects that can be completed by developing defensive capacity of non-limiting resources
• Maximize the value of projects that are completed by ensuring the right projects are being completed in the right order
• Simplify the portfolio management process by focusing management attention on the bottlenecks to project completion
• Relate portfolio management success to the contribution made by the Project Management Office

• Senior executives responsible for organizational strategy
• Managers responsible for developing organizational strategy or for making strategic recommendations
• Portfolio managers, project managers, and program managers
• Members of portfolio, program, or project offices
• Operational managers who are impacted or impact portfolios
• Project team members, customers, and other stakeholders of the portfolio management process