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.

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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

Viewing outline for:

Classroom Live Outline

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

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

This course qualifies you for the following PMI® Professional Development Units (PDUs):

Leadership = 6
Strategic and Business Management = 5
Technical Project Management = 10

Total = 21

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Topics

Brands

Topics

Brands

Project Portfolio Management

Course Overview

Schedule

What You'll Learn

Outline

Classroom Live Outline

1. Portfolio Management Foundations

2. Project Success and Portfolio Management

3. Executive Involvement in Portfolio Management

4. Strategic Alignment

5. Considerations Other than Strategic Alignment

6. Metrics

7. Project Portfolio Management Complications

8. Role of the Project Management Office

Hands-on Exercises:

1. Portfolio Management Foundations

2. Project Success and Portfolio Management

3. Executive Involvement in Portfolio Management

4. Strategic Alignment

5. Considerations Other than Strategic Alignment

6. Metrics

7. Project Portfolio Management Complications

8. Role of the Project Management Office

Hands-on Exercises:

Prerequisites

Who Should Attend

PDUs

Follow-On Courses

Course Delivery