Course H: Managing corporat project portfolios

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By developing and implementing a project portfolio management system

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Course Vision
In large organisations hundreds of projects are sometimes carried out simultaneously. Often there is a need to take stock of all current projects and map out how much of the capacity is occupied by the project activities and how well your project portfolio is supporting the strategic objectives. This can require a new management system and governance model.

This course will give you methods and tools to develop and run Project Portfolio Management (PPM), to help you to invest in the right projects to support the strategy of your organisation. It will support you in implementing or running PPM processes in the role of an executive (member of portfolio management board), Portfolio Manager, director of PMO or programme/project director.

Training methods
We will alternate between plenary sessions with trainer input and selected real-life cases presented by trainers, guest speakers and participants. Group sessions will 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 Project Management 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 prioritizing 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. Utilizing 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.
  6. Develop a Project Governance model
    Including the decision making authorities and structure of portfolios.

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Faculty:

Matti Haukka

Partner and Senior Consultant,
Project Institute Finland ltd.
Finland

 

Gerard Geurtjens

Director Project Management
Department
Amsterdam Airport Schiphol,
The Netherlands

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