Why This Course (2 days)
Today’s most successful organizations are rapidly moving to a Project-Oriented-Enterprise approach, yet projects and programs often remain as their least-certain area of investment. This session is consistent with the PM Institute’s Portfolio standard, and with the IPMA Competence Baseline, while applying the methods and insights we have provided Enterprises and Consultancies since 1985 through our Project Portfolio Management consulting services.

Truncated Learning Objectives (contact us for the full set)

	The Rise of Portfolio Management Explain the need for effective Program and Project Portfolio management in today’s Enterprise. Discuss the most important types and inclusions of a representative and useful Portfolio.
	Portfolio Identification and Prioritization Identify the most important initiative information to capture to allow effective prioritization. Apply a prioritization process that is appropriate for the scale of the portfolio. Reflect the information needed to assure strategic alignment of portfolio initiatives.
	Portfolio Categorization and Planning Evaluate and assess the vital signs or success criteria of portfolio initiatives.   Apply Success-Profile Modeling to determine each initiative’s Time, Staffing and staging. Identify Risk Threats and Opportunities in multi-organization, multi-year-funding strategies. Explain the essential roles and issues of automated support in portfolio management.
	Portfolio Monitoring and Control Monitor and maintain visibility into status, and report it with Executive dashboards. Measure performance against success criteria; assure redirection with actionable information. Reflect the consequences of approved and unintended Changes in the Portfolio.
	Portfolio Closure and Benefits Realization Explain post-project responsibilities and  commitments needed to assure Benefit Realization. Develop an Action Plan to improve Enterprise Program and Project Portfolio Management.

Audience
This workshop is for Portfolio Managers, Executives and Managers who participate in Enterprise or Departmental Portfolio identification, prioritization, modeling, risk assessment, staffing, monitoring and post-project or program evaluation. It is also useful for Functional Managers who intend to benefit from initiative efforts. It is also ideal for Program and Project Managers and Program or Project Management Office consultants who aid Enterprise Executives in performing Portfolio Management actions in support of your organization’s Program and Project Portfolio Management functions.

Course Outline (2 days)

1. The Rise of Project, Program and Portfolio Management

	What Is a Portfolio? The Need For Portfolio Management; Similarity with Investment Portfolios
	The Role of the Program and Project Portfolio in the Project Oriented Enterprise
	Establishing Multi-Level Consistency: Enterprise, Departmental and Workgroup Portfolios
	Aligning Initiatives With Enterprise Strategies; Business Development as the Missing Link
	How a Savvy Portfolio Integrates Business Processes and Operations with Change Initiatives

2. Portfolio Identification and Prioritization

	Understanding the Full Change Agent Initiative Life Cycle
	Identifying Strategic Opportunities; Understanding Initiative Scope and Impact
	Collecting the Right Success Factor Information; Performing Early Cost and Effort Forecasts
	The Business Drivers: Cost/Benefit Analysis and other Benefit Realization Measures
	Multiple Ways to Prioritize Initiatives, and Factors to Consider; Use of Balanced ScoreCards
	Responding to Regulatory and Governance Requirements: The Portfolio Game-Changers
	Establishing the Atmosphere for Change: Policies, Responsibilities, Processes and Technology
	Executive Roles and Responsibilities; the Need for Executive Sponsors

3. Portfolio Categorization and Planning

	Modeling Schedules and Staffing Requirements
	Categorizing Initiatives; Understanding Initiative Prerequisites, Cross-Impact and Staging
	Considering Delivery Strategies: In-House, Outhouse, Outsourcing, Offshoring and Partnering
	I Shoulda’ Known Beta: Evaluating Portfolio Risks; Internal/External, Threats & Opportunities
	Talent Management; Developing and Allocating Scarce Resources According to Priorities
	Funding Challenges of Multi-Year and Multi-Organizational Portfolio Efforts
	Establishing Performance Measures and Metrics
	The Need for Automated Support; Current and Emerging PFM Tools

4. Portfolio Monitoring and Control

	Managing Portfolio Communications; Prerequisites to Actionable Information
	Maintaining Status Visibility; Leading and Trailing Indicators; Custom Executive Dashboards
	Cancelling Failing Initiatives Earlier; Getting Insights Beyond Red/Yellow/Green
	Managing Portfolio Impact of Approved and Unintended Changes
	Evaluating Performance and Re-Balancing the Portfolio
	Priority Interrupts: Re-Prioritization and Managing Expectations Under Volatile Conditions
	Riding the RAILS of Project Intelligence: Risks, Assumptions, Issues, Lessons Learned, and Success Measures

5. Portfolio Closure and Benefits Realization

	Planning Post-Project Commitments; Clearly Assigning Responsibility for Results
	Getting Closure; Transitioning for Organizational Change; Capturing Lessons Learned
	Timing and Information Requirements for Assessing Costs and Benefits
	Checklist and Action Planning to Improve Portfolio Management Processes