Strategic Project Portfolio Management and Organizational Change
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 non-discretionary.
This 3-day course begins with a discussion of Organizational Project Management (OPM) and how mature organizations create vision & mission statements linked to strategies, goals & objectives. The class goes on to review change life cycles, and will walk through a change readiness assessment. Discussions will 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. Discussion topics include: the estimating process; the role of assumptions and risks; types of benefits; and financial analysis techniques such as ROI, NPV, IRR, etc. A multi-part case study and group exercises will demonstrate key issues and concepts. Techniques for creating a balanced and optimized project-portfolio mix will be demonstrated. Coursework will include a review of portfolio performance, stakeholder engagement, communications management, and the role of the PMO in validating benefits realization.
Note: Seminar participants will receive a copy of PMI's The Standard for Portfolio Management—Fourth Edition.
THE COURSE TOPICS INCLUDE:
- Organizational Project Management (OPM)
- External and Internal Drivers of Change
- Change Readiness Assessment
- Change Life Cycle
- Organizational Strategy, Goals and Objectives
- Strategic Planning Tools –Gap Analysis, SWOT to TOWs, Balanced Scorecard
- Business Case Principles
- Financial Analysis Techniques—Case Study
- Overview of Harvard Business Review (HBR) ROI Spreadsheets
- OPEX and CAPEX Budgeting
- PMI Global Standard and the Role of Portfolio Management
- Optimizing the Project-Portfolio Mix
- Portfolio Performance Management and Communications
- The Role of the PMO in Validating Benefits Realization
- Overview of Project-Portfolio Management (PPM) Software
What You Will Learn
Identify principles of strategic planning and establishment of goals and objectives
- Define and describe business case components and key financial formulas
- Demonstrate how to create a clear and compelling business case by using a group case study exercise
- Show how to create a balanced project-portfolio by using real spreadsheets based on figures from The Standard for Portfolio Management — Third Edition
- Use the tools demonstrated in class to make decisions regarding the case study project portfolio example
PDU Allocation TableThe table below displays the number of professional development units (PDUs) awarded for each PMI® credential, as they align to the PMI Talent Triangle®. Leadership and Strategic PDUs apply evenly across all credentials and Technical PDUs apply only to specific credentials. PDUs will be added in full to all eligible credentials.