Project Prioritization and Portfolio Management
December 4-5, 2018 | Washington, DC
Many organizations struggle with limited resources and too many projects in the “pipeline” based on resource capacity. Project portfolio management is a set of business practices and a process that allows organizations to select the right projects at the right time and manage them as an investment in a strategic portfolio of projects and programs. It includes prioritization of projects and programs within the portfolio, managing and optimizing the portfolio’s projects and resources and measuring the results and business value of the portfolio.
The benefits of implementing project portfolio management are:
- Selection of the right mix of projects to achieve organizational strategies and business objectives
- Alignment of resources to work on the right projects at the right time at the right pacing based on resource capacity
- Better throughput across all projects due to clear priorities and less sub-optimization
- Improved decision making on individual projects with the understanding of downstream impacts to the entire portfolio
Attendees will need to bring a laptop that includes Microsoft Excel.
- Review definitions and the similarities and differences associated with managing an individual project, a program (set of related projects) and a portfolio of projects and programs
- Evaluate various methods to rank and score projects based on business value and risk and then use analysis techniques to ensure the portfolio contains the right mix of projects to meet organizational strategies and business objectives
- Apply the techniques of scoring, weighting and ranking to prioritize and select projects through a table team exercise using Microsoft Excel
- Evaluate the importance of resource management techniques of supply/demand to ensure projects are selected and paced appropriately within resource capacity
- Recognize the value of managing and re-balancing the portfolio on an on-going basis so that new projects aren’t added to the portfolio without re-assessing resource capacity
- Define the portfolio measures to assess project portfolio performance and value
EUCI has been accredited as an Authorized Provider by the International Association for Continuing Education and Training (IACET). In obtaining this accreditation, EUCI has demonstrated that it complies with the ANSI/IACET Standard which is recognized internationally as a standard of good practice. As a result of their Authorized Provider status, EUCI is authorized to offer IACET CEUs for its programs that qualify under the ANSI/IACET Standard.
EUCI is authorized by IACET to offer 1.2 CEUs for this event.
At the date of this posting, IACET is approved by the Society for Human Resources Management (SHRM) for continuing education.
Requirements for Successful Completion of Program
Participants must sign in/out each day and be in attendance for the entirety of the course to be eligible for continuing education credit.
Power Point presentations, classroom exercise
Tuesday, December 4, 2018
7:30 – 8:00 a.m. :: Registration and Continental Breakfast
8:00 a.m. – 5:00 p.m. :: Course Timing
12:00 – 1:00 p.m. :: Group Luncheon
Overview of all Project Management Disciplines
- Identify current project management issues in your organization and how to improve through program and/or portfolio management (table team exercise)
- Definitions and similarities/differences in project, program and portfolio management
- Skills and competencies necessary for project, program and portfolio managers
- Key project management deliverables necessary to implement project portfolio management
- One strategic portfolio or multiple business portfolios? When to use which method?
Table Team Exercise
Prioritize and Select the Projects Within a Program, Using Microsoft Excel Spreadsheets and Employing the Same Prioritization Techniques for an Entire Portfolio
- Assign scoring metrics and weighting values to the ranking criteria
- Review the business cases and assign a score to each of the ranking criteria
- Select projects to be included in the program, balancing against resource capacity constraints
- Present each table team’s results
- Review various stakeholder analysis tools
- Discuss stakeholder engagement challenges, including a table team exercise to identify tips and techniques to address the challenges
Wednesday, December 5, 2018
7:30 – 8:00 a.m. :: Continental Breakfast
8:00 a.m. – 12:30 p.m. :: Course Timing
Detailed Project Portfolio Management Process
- Integration with strategic/business planning and budgeting processes
- Prioritizing the projects and programs to be included in the portfolio
- Ranking criteria examples for business value and risk
- Various prioritization models, including discussion of pros and cons of each
- Tools and techniques to ensure the correct mix of projects within the portfolio
- Resource capacity and resource management (resource supply vs project resource demand) and optimal pacing of the projects within the portfolio
- Types of portfolio pipeline and investment mix reports to gain approval of portfolio
- Managing (Re-Balancing) the Project Portfolio
- Techniques to re-balance the portfolio when new projects are requested and/or when current projects are not progressing as planned (plus table team exercise)
- Types of portfolio dashboard reports
- Measuring the portfolio; techniques to measure the portfolio performance and value
- Approval of the initial project portfolio and the re-balanced portfolio
- How to engage executives in strategic decisions related to approving the project portfolio and committing to the project priorities
Barbara Schrage PMP, MCPM, President, Practical Project Management, LLC
Barbara has over 25 years of experience in all aspects of project management, program management and project portfolio management, culminating in the role of Asst. Vice President of a centralized Project Management Office (PMO) in a Fortune 500 Financial Services organization. As leader of the PMO, she had accountabilities 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 & Program Managers within the PMO. She mentored and developed leadership skills in project and program managers.
Barbara owns a consulting business called Practical Project Management, LLC. She helps her clients mature their project management practices in various ways, such as implementing Project Management Offices, implementing Project Portfolio Management and standardizing and improving their project management processes. She teaches on-site Project Management courses on-site, within organizations, and also coaches and mentors leaders of PMOs and Project, Program and Portfolio Managers. Besides her experience in the Financial Services industry, her clients have spanned various industries, such as health care, energy/utility, engineering, consumer goods, education, manufacturing, biotech research, government, retail, and market research.
Specifically, within the Energy/Utility industry:
- 2005-2011; Developed and implemented Project Portfolio Management processes and tools. Taught 34 Project Management classes to a total of 480 attendees.
- 2011 – current; Taught 14 Project Management classes to a total of 223 attendees.
- 2014 – current; Developed and implemented standard Project Management processes, templates and tools, and incorporated them into the Project Management training materials. Taught 8 Project Management classes to a total of 171 attendees.
950 N. Stafford St.
Arlington, VA 22203
Reserve your room:
Please call (800) 445-8667. Mention the EUCI group code.
Room Block Reserved For:
Nights of December 3-4, 2018
Room rate through EUCI:
$169 single or double plus applicable taxes
Make your reservations prior to November 19, 2018.