Course H: Managing corporate project portfolios

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By developing and implementing a project portfolio management system

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Course Vision
The proportion of activities being carried out on a project basis in corporations is increasing.

In large organisations there are sometimes hundreds or even thousands of projects being carried out simultaneously. At a certain stage, there is a need to take stock of all current projects and to map out, for example, how much of the capacity is occupied by the project activities and how well your project portfolio is supporting the strategic objectives.

This all means that management has to change its focus when implementing a new management system and governance model. This course will help you to invest in the right projects that support the strategy of your organisation.

The vision of this course is to support you in:

  • Assessing the maturity of the Project Portfolio Management in your own company.
  • Developing a new management system for handling the Project Portfolio.

Training methods
During the course, we will alternate between plenary sessions with trainer input and selected real-life cases presented by trainers, guest speakers and participants.
In group sessions we develop real solutions and procedures for Portfolio Management.

Training objectives
As a participant you will learn to:

  1. Understand Project Portfolio Management (PPM).
    Estimate the value of projects and the need for PPM efforts.
    Determine the prerequisites for a functioning PPM system.
    Know the development steps and key elements.
  2. Develop a single project model that supports an effective PPM.
    The importance of decision points (gate model) and the decision points needed from the PPM point of view.
    The minimum management effort and quality level needed for single project management
  3. Develop the PPM model and methodologies.
    Prerequisites for prioritising projects.
    Estimating the resources needed to implement the selected projects.
    Reporting system needed and recommended.
  4. Describe and measure the business benefits.
    Present information in a way that is needed from the PPM point of view.
    Use different methodologies to compare projects. Utilising the “balanced scorecard” principle.
  5. Build PPM Processes as a part of corporate management system.
    The roles and responsibilities in PPM.
    The role and way of working of a PPM Board and a Project Management office.
    How to support the PPM process by IT systems.

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Matti Haukka

Partner and Senior Consultant,
Project Institute Finland ltd.


Gerard Geurtjens

Director Project Management
Amsterdam Airport Schiphol,
The Netherlands

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