Attendees: Project, program and portfolio managers, managers of PMOs
Duration: 2 days (16 PDU points)

THE COURSE SUMMARY:

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