Project Portfolio Management (AA-Proj-Port-Mgmt)

In this course, you will learn what it takes to maximize the number and strategic value of the projects that your organization completes. This course is designed for anyone involved in the development and execution of organizational strategy.

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

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• 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