Project Portfolio Management

o Vocabulary and definitions
o Drivers of change
o The essential elements of transformation: Strategy and alignment
o Business models and business cases
o Common transformation challenges
o Impact of digital economy and disruptive trends
o Formula of successful business transformation
Case Study: Transformation offices – case examples.

Vocabulary and definitions
Positioning project portfolio management
Relationship among portfolios, programs, projects and operations
Portfolio leadership and management: Roles and Responsibilities
The building blocks of portfolios
Portfolio management challenges

Discussion: Analyse business transformation and portfolio initiatives in your organisation.

Case Study: Design portfolio, programs and projects for a transformation initiative.

o The PM as a leader
o Engaging organisational commitment
o Leadership skills and vision
– Styles, traits and types of leadership
– Roles of leaders and other actors
– Essential communication
o Nurturing stakeholders’ relationships
o Goals objectives and measurements
o Building high performing (effective) teams
o Keeping momentum and enthusiasm
Exercise: Self-assessment: Leadership transformation skills.

o Differences among management offices
– Project Management Office (PMO)
– Office of Strategy Management (OSM)
– Transformation office (TO)
o Levels of PMO’s
o Establishing a PMO
o Key factors for PMO success
o Adjusting the business compass
o Emphasising change management goals
Case Study: Select and design a management office for the case study.

o Portfolio vs. Transformation life cycle: Commonalities and differences
o The ongoing nature of portfolios
– Initiation
– Planning
– Execution
– Optimisation
– Monitoring and Controlling
o Identifying and analysing stakeholders – the PESTLE model
o Design a communication strategy
o Dynamic engagement throughout the life cycle
Exercise: Readiness and assessment of project portfolio maturity.

o Strategic alignment artifacts
– Vision and mission
– Strategic goals and objectives
– Strategic initiatives register
o Strategic risk management
o Evaluation and selection of portfolio components
o Ongoing optimisation of the portfolio
Case Study: Develop benefits register and roadmap.

o Management of supply and demand
o Organisational capability assessment, development and sustainment
o Portfolio value management
– Define value in different contexts
– Innovation and agility to boost value
– Value management framework
– Value management life cycle
Exercise: Design KPI’s for the portfolio benefits.

o Identifying and planning the portfolio
– Identification of transformation triggers
– Understanding the environment and context
– Understanding the organisation capabilities and capacities
– Funding and budgeting and Managing constraints
o Establishing and building the portfolio: Governance, roles and high-level tasks
o Design risk management framework
o Design monitoring and reporting framework and tools
Workshop: Putting it all together.