Saturday October 11, 2008
Portfolio Management
Making sense of programmes and projects
Workshop Outline
Overview
Portfolio Management is a term much bandied about in organizations, but not particularly well understood.
Organizations often put considerable effort into improving how they manage their programmes and projects – because they want to do things well. Unfortunately, it does not matter how well you do something, if it is the wrong thing to do. Portfolio Management focuses on deciding what the right thing is.
Organizations are increasingly recognizing that to improve their services, senior management must ensure that the investment portfolio serves the strategic objectives and that all changes, across the portfolio, are synchronized.
Portfolio Management is critical in ensuring that the best initiatives are identified, prioritized and invested in, without being undermined by less important initiatives. It is a clear discipline in its own right, distinct from the techniques and skills of programme and project management.
This workshop will equip you with a solid foundation in Portfolio Management.
Objectives
To understand Portfolio Management including:
- the roles, accountabilities and responsibilities
- governance
- managing corporate risk
- testing strategic objectives for coherence
- scoring and prioritizing initiatives
- the role of end-to-end process owners and business process design
- the attributes of the OGC’s Portfolio Management Maturity Model (P3M3™)
- how process, programme and project management contribute to the portfolio
Who should attend
The workshop is suitable for new and experienced senior managers, portfolio office staff, programme directors, programme managers, senior project managers, business process owners, business analysts and benefits managers.
Content
Establishing the portfolio
- Testing strategic objectives and aligning the portfolio
- Scoring and prioritizing initiatives
- Checking coherence, constraints and interdependencies
- Balancing business value and corporate risks
- Evaluating gaps in the portfolio
- Communicating the portfolio
Managing the investment
- Defining the investment cycle
- Reviewing business justifications
- Identifying corporate benefits, risks and business value
- Starting initiatives
Enabling the portfolio
- Building resource capacity and capability
- Defining the process to allocate resources to and from initiatives
- Defining standards, processes, tools and guides
- Training senior managers in portfolio management
- Assessing organizational maturity
Managing the portfolio
- Ensuring appropriate control
- Applying lessons learned
- Portfolio reporting
- Managing problem initiatives
- Closing and reviewing initiatives
Providing governance behaviour
- Ensuring effective governance behaviour
- Defining measurable goals for business process improvement
- Defining end-to-end process owners
- Engaging stakeholders
- Designing business processes
Delivering business value
- Overseeing programmes and projects
- Establishing and managing the benefits realization process
- Identifying and managing dependencies
Approach
The workshop has a mixture of facilitator input and practical sessions focusing on applying robust corporate Portfolio Management to the organization. The content of the workshop is built on the Onemind™ approach to achieving organizational change.
All participants receive a specially written workshop workbook.
The material is consistent with, and builds on, the OGC’s Portfolio, Programme and Project Management Maturity Model (P3M3™), Managing Successful Programmes (MSP™) and PRINCE2™ principles. However, understanding these publications is not a prerequisite to attending the workshop.
This workshop can be run as part of an in-house corporate programme.
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P3M3, MSP, and PRINCE2 are a Trade Marks of the Office of Government Commerce
