Strategic Project-Portfolio Management and Organizational Change with Joyce Brown and Thomas McCabe
What You Will Learn
Upon completion of this training, learners will be able to:
- Identify the principles of strategic planning and establishing goals and objectives.
- Define and describe business case components and key financial formulas.
- Create and maintain a balanced project portfolio.
Description
Project portfolio management is a critical topic in today’s ever-changing business environment. Once an organization defines strategic goals and objectives, determining the optimal mix of initiatives to fund and resource can be a difficult process. The key challenge is to select the potential projects or programs that bring the most value: some transformative, some growth-oriented, some compliance, and others nondiscretionary.
This 3-day training begins with a discussion of organizational project management and how mature organizations create vision and mission statements linked to strategies, goals, and objectives. The training will review change life cycles and walk through a change-readiness assessment. Discussions center on the ways that practitioners can better leverage the change management practices that are inherently embedded within project, program, and portfolio management.
A review of business case development follows, and discussion topics include: the estimating process, the role of assumptions and risks, types of benefits, and financial analysis techniques, such as return on investment (ROI), net present value (NPV), internal rate of return (IRR), etc. A multipart case study and group exercises will demonstrate key issues and concepts. Techniques for creating a balanced and optimized project-portfolio mix will be demonstrated. Training will include a review of portfolio performance, stakeholder engagement, communications management, and the role of the project management office (PMO) in validating benefits realization.
AGENDA
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- Organizational Project Management (OPM)
- Products, Portfolios, Programs & Projects
- Organizational Change Models
- Change Life Cycle
- Change Readiness Assessment
- Organizational Strategy, Goals, Objectives & Outcomes
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- Strategic Planning
- Gap Analysis
- SWOT & TOWS
- Balanced Scorecard
- Other Tools & Techniques
- Business Case Principles
- OPEX, CAPEX, and FTE Budgeting
- PMI Global Standards and the Role of Project
- Strategic Planning
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- Optimizing the Product-Portfolio Mix
- Portfolio Life Cycle
- Stakeholder Management and Communications
- Benefits Realization Management
- Differing Risk Perspectives: Portfolios vs. Programs vs. Projects
- Program Management and Performance Tracking
- Role of the PMO in Validating Benefits Realization
- Wrap-up, Key Takeaways and Staying in Touch…
The training improved my understanding of the distinctions between portfolios and programs. It also provided me with tools I could immediately apply in my organization.
September 2023 Attendee
Good morning, I did want to share the following: The reception at my company has been super positive on the content and approaches, and we are incorporating it immediately! There has been a new role created to help manage our strategic initiatives as we work to launch our next Vision cycle. Practically all of the tools and approaches you taught us will be applied in some form or fashion. This was just an amazing class and set of resources and we are heading in the right direction now!
March 2024 Attendee
PDU Allocation Table
| Ways of Working | Power Skills | Business Acumen | Total | |
|---|---|---|---|---|
| CAPM® / PMI-CP™ / PMP® / PgMP® | 9 | 7 | 5 | 21.00 |
| PMI-ACP® / Agile* | 0 | 7 | 5 | 12.00 |
| PMI-SP® | 0 | 7 | 5 | 12.00 |
| PMI-RMP® | 0 | 7 | 5 | 12.00 |
| PfMP® | 9 | 7 | 5 | 21.00 |
| PMI-PBA® | 0 | 7 | 5 | 12.00 |
 |  |  |  |
Instructor(s)
Joyce D. Brown PMP
Joyce D. Brown is managing director of W. W Mentorprises, Inc. She instructs on project, program, and portfolio management at the University of Connecticut School of Business. She is also an adjunct professor of project and program management for several graduate programs at UConn’s School of Business / Stamford campus. Previously, Ms. Brown spent more than fifteen years as vice president of operations for three global luxury goods companies. In these positions her responsibilities included logistics and distribution, construction, procurement, production and manufacturing, after sales service, and security. Her earlier experience includes a role as a retail / wholesale industry consulting manager at a “Big 4” consulting firm. Ms. Brown holds a bachelor’s degree from Vanderbilt University and an MBA from Middle Tennessee State University.
Thomas F. McCabe PMP
Thomas F. McCabe is managing director of W. W. Mentorprises, Inc. He instructs on project, program, and portfolio management at the University of Connecticut School of Business. He is also an adjunct professor at Fairfield University’s Dolan School of Business where he teaches project management at the graduate and undergraduate levels. His previous positions include e-Infrastructure consulting manager at a “Big 4” consulting firm, and vice president, global risk management for a major financial services organization. Professional expertise includes: eBusiness transformation, PMO establishment and organization, project risk assessment, business continuity planning, software selection, new product development, and business process re-engineering. He holds a bachelor’s degree in business administration from Fordham University and a master's certificate in project management from George Washington University. Mr. McCabe has held several global volunteer positions for PMI. He was a co-founder of PMI’s eBusiness Specific Interest Group (SIG) and formerly served as its chairman & executive advisory chair. He also served as vice-chairman of programs for both the PMO SIG and Financial Services SIG. He is cited in the PMBOK® Guide — 5th Edition as a contributing subject matter expert.