To equip managers and Project Management Office (PMO) staff with the methodologies to align, prioritize, govern, and execute projects and programs in direct support of the organizational strategy:

• Project and Program Managers leading strategic initiatives.
• Heads of Project Management Office (PMO) and Strategy Implementation Office (SIO).
• Sponsors and Steering Committee members of major projects.
• Managers responsible for capital expenditure and resource allocation decisions.
• Business Analysts translating strategic needs into project requirements.
• Professionals involved in annual strategic planning and budgeting.

• Case studies of strategic project failure and success and root-cause analysis.
• Group exercise in applying a weighted scoring model for portfolio prioritization.
• Workshop on developing a Benefit Realization Plan (BRP).
• Role-playing a strategic project gating and resource negotiation session.
• Templates for strategic governance documentation.

Unit 1: Linking Strategy to Portfolio Management

• Defining the Portfolio, Program, and Project Management hierarchy.
• Moving the PMO from administrative support to strategic execution.
• The strategic mandate: Ensuring all projects support the organizational strategy.
• The concept of "strategy drift" and how to prevent it.

• Establishing clear criteria for evaluating project proposals based on strategic fit.
• Using weighted scoring models and portfolio matrices for prioritization.
• The critical process of portfolio balance and managing capacity limits.
• Techniques for killing non-strategic or low-value projects.

Unit 2: Program Governance and Management

• Designing an effective Strategic Steering Committee (SSC) and its mandate.
• Defining roles and responsibilities (Executive Sponsor, Program Manager, Stakeholders).
• Establishing a robust decision-making process for strategic changes.
• Managing dependencies and risks across a portfolio of interdependent projects.

• Developing the Strategic Business Case for a program.
• Defining the program vision and its clear alignment to strategic objectives.
• Structuring the program into manageable, outcome-focused projects.
• Establishing program-level performance metrics and targets.

Unit 3: Benefit Realization Management

• Defining and distinguishing between outputs, outcomes, and strategic benefits.
• Creating a comprehensive Benefit Realization Plan (BRP).
• Assigning clear benefit ownership and accountability.
• Techniques for measuring intangible and qualitative strategic benefits.

• Establishing a benefit tracking process post-project closure.
• Integrating realized benefits into organizational performance metrics.
• Managing transitional activities required to embed the benefit into the business.

Unit 4: Strategic Resource Management and Risk

• Aligning human capital and budget allocation with portfolio priorities.
• Capacity planning: Ensuring the organization has the bandwidth to execute.
• Managing resource contention and prioritization across functional silos.
• The role of the PMO in enterprise resource management.

• Identifying risks that threaten the overall strategic intent, not just project scope.
• Developing risk response strategies at the program and portfolio level.
• Techniques for escalating strategic risks to the Executive Committee.

Unit 5: Strategic Reporting and Learning

• Designing strategic-level dashboards and reports for the Steering Committee.
• Focusing reporting on strategic benefit realization, not just schedule and budget.
• Communicating portfolio trade-offs and decisions effectively.

• Conducting strategic lessons learned sessions at the program level.
• Integrating program outcomes and insights back into the next strategic planning cycle.
• Maturing the organization's strategic program management capabilities.