Project Portfolio Management

Course description:

By choosing the right projects and making sure that there are resources to complete them, organizations gain competitive advantage. But with limited resources and an over-abundance project opportunities, organizations and their project management offices struggle in project and program identification, selection, execution and benefits realization.

In this course, you’ll review the differences associated with managing an individual project, a set of related projects, and a portfolio made up of different projects. You’ll use project selection scoring techniques and cull “problem” projects. You’ll develop strategies to deal with resource constraints. You’ll also learn how to prepare executive briefs on performance at the portfolio level and how to define, track, and report benefits for deliverables.

Who should attend:

Experienced project managers who want to advance their careers, program
managers, PMO directors, CIO’s, and business leaders responsible for the strategic selection of projects.

How you will benefit:

  • Achieve strategic business objectives by selecting the right projects at the right time
  • Gain better throughput across all projects with clear priorities, a clear understanding of resource capacity, and the right staging of projects within a program or portfolio
  • Improve decision making about individual projects using a project portfolio context
  • Link projects to various financial facets and increase accountability
Continuing Education Units:

This course provides 1.4 Continuing Education Units (CEUs)

Our organization has been approved by PMI® to issue professional development units for these training courses.
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The Center for Professional and Executive Development is a 2015-2016 Preferred Provider with the Society for Human Resource Management (SHRM).

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Day 1 - Developing an Effective Project Portfolio Management Process

  • Understanding the business reasons for a project portfolio
  • Developing an overall process for portfolio and/or program management
  • Understanding the roles of project, program and portfolio manager
  • Working with three main components
  • An executive governance board
  • Stakeholder management
  • Benefits realization

Day 2 - Practicing Project Portfolio Management

  • Integrating projects with organizational strategic initiatives
  • Structuring multiple project portfolio levels
  • Working through the various steps within the portfolio management process
  • Preparing progress reports for key stakeholders
  • Communicating and working with executives regarding a portfolio or program

Barbara Schrage

Barbara has over 25 years of experience in all aspects of project management, program management, and project portfolio management, culminating in the role of assistant vice president of a centralized project management office (PMO) in a Fortune 500 financial services organization. As leader of the PMO, she was accountable for project portfolio management, project prioritization, project approvals, project methodology, and project metrics. In addition, she was accountable for results of projects led by the project and program managers within the PMO. She also mentored and developed leadership skills in project and program managers.

Tools and templates used in course: