Project Management Institute

Strategic Project Portfolio Management and Organizational Change with Joyce Brown and Thomas McCabe

Description

Topics: Benefits Realization | Portfolio Management | Strategic Planning and Implementation

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.

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 Table

The 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.
Technical Leadership Strategic Total
CAPM / PMP / PgMP 9 5 7 21.00
PMI-ACP 0 5 7 12.00
PMI-SP 0 5 7 12.00
PMI-RMP 0 5 7 12.00
PfMP 9 5 7 21.00
PMI-PBA 0 5 7 12.00
pmi_talent-triangle_alignments_technical_rgb pmi_talent-triangle_alignments_leadership_rgb pmi_talent-triangle_alignments_strategic_rgb pmi_talent-triangle_alignments_rgb

Seminar Instructor(s)

Joyce

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 Connecticut Information Technology Institute (CITI), a unit of University of Connecticut’s 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

Thomas F. McCabe PMP

Thomas F. McCabe is managing director of W. W. Mentorprises, Inc. He instructs on project, program, and portfolio management at Connecticut Information Technology Institute (CITI), a unit of 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.

Course Information

PDUs
21
CEUs
2.1
Level
Applied
Length
3 Days
Dates
3 - 5 August 2020

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