INTRODUCTIONS:

• What is a “Portfolio” and how does it differ from a “Program”?
• What different types of Programs may exist in an organization?
• How do “Projects” come to be grouped together in Programs or Portfolios?
• How do Portfolios, Programs and Projects fit together within an organization?
• How does the “best practice” view compare to your own organization’s understanding of the definitions and the interrelationships?

BUILDING A PORTFOLIO:

• Identifying and analyzing Portfolios and Programs of Projects within your own organization
• Selecting the “best projects” for inclusion in a portfolio or program
• Commonly used project selection tools and approaches
• Some less familiar means of determining project selection
• Portfolio authorization and prioritization of Programs and Projects within a Portfolio
• Establishing Portfolio Governance
• Critical Success Factors for successful Portfolio Management

REVIEW OF DIFFERENT PMO MODELS:

• From “Project Office” to “Centre of Excellence”.
• The PMO as a “value-added” function.
• What model is the PMO in your organization?

THE STRATEGIC PMO:

• Creating an action plan for the development of Strategically-driven Portfolio Management in your organization
• Gathering the initial portfolio information
• Defining the goals, resources and assets for portfolio
• Linking projects; goals, resources and assets
• Defining the organization’s strategic resources
• Prioritizing projects according to your defined acceptance criteria
• Examining portfolio balance
• The Role of Software Tools for Project Portfolio Management
• Conclusions