Upon completion of this course, participants will be able to:

• Master the differences between a project, program, and a **Strategic Portfolio** of investments.
• Design and implement a formal **Portfolio Governance** and decision-making framework.
• Apply systematic methods for **Prioritizing and Selecting Projects** based on strategic alignment, risk, and ROI.
• Develop a comprehensive **Resource Capacity Planning** strategy to balance demand and supply across multiple projects.
• Master techniques for balancing the portfolio between regulatory, growth, and sustainment projects.
• Implement a standardized **Portfolio Reporting** system to communicate status and investment value to executives.
• Manage inter-project dependencies, conflicts, and resource competition proactively.
• Develop a **Portfolio Roadmap** that visualizes planned change and resource commitment over multiple years.

• Portfolio Managers and Directors
• PMO Directors and Project Governance Leaders
• VPs and Directors overseeing multiple functional projects
• Business Unit Managers responsible for investment decisions
• Senior Project Managers transitioning to Program or Portfolio roles

• Group Workshop: Designing a Portfolio Prioritization Scoring Model based on strategic criteria
• Case Studies: Analyzing a company's portfolio decision-making process and subsequent outcomes
• Individual Exercises: Analyzing a Portfolio Dashboard to identify underperforming or misaligned investments
• Role-Playing: Presenting a Portfolio Rebalancing Recommendation to a Simulated Executive Steering Committee
• Discussions: Strategies for managing the political challenges of project defunding ("killing projects")

Unit 1: The Foundations of Portfolio Management

• Defining project, program, and portfolio, and the strategic purpose of portfolio management.
• Understanding the importance of **Strategic Alignment** and linking portfolio components to organizational goals.
• The role of the Portfolio Manager and the key activities of portfolio governance.
• Analyzing different types of portfolios (e.g., growth, sustaining, maintenance) and balancing mix.

Unit 2: Portfolio Governance and Prioritization

Selection and Decision-Making
• Designing and implementing a formal **Portfolio Governance** structure (e.g., Portfolio Steering Committee).
• Mastering techniques for **Portfolio Prioritization** (e.g., scoring models, forced ranking, financial metrics).
• The process of project proposal intake, evaluation, and selection for the portfolio.
• Strategies for managing portfolio risk and ensuring the optimal risk/reward balance.

Unit 3: Resource Capacity and Demand Management

Optimization and Control
• Conducting a comprehensive analysis of enterprise-wide **Resource Capacity** and availability.
• Mastering techniques for **Demand Management**—managing the funnel of new project requests.
• Strategies for resolving resource conflicts and optimizing resource allocation across competing projects.
• The role of the PMO in collecting, maintaining, and reporting on resource data.

Unit 4: Portfolio Monitoring and Reporting

Transparency and Oversight
• Designing a standardized, high-impact **Portfolio Dashboard** for executive consumption.
• Key metrics for portfolio performance (e.g., ROI, benefits realization, strategic alignment score).
• Techniques for reporting on portfolio status, risk, and financial performance (top-down view).
• The process of **Portfolio Review and Rebalancing** to maintain strategic fit and optimize resource use.

Unit 5: Organizational Change and Portfolio Maturity

Evolution and Scaling
• Managing the organizational change required to implement and sustain portfolio management.
• Developing a multi-year **Portfolio Roadmap** for communication and planning.
• Techniques for managing inter-project dependencies, handoffs, and knowledge transfer.
• Assessing and advancing the organization's **Portfolio Management Maturity**.