Duration: 1 Day

PDUs: 7

CEUs: .7

Audience:

• Executives
• Sponsors
• Portfolio Managers
• Program Managers
• Leaders
• Project Managers
• 
  Classroom Delivery

• 
  Virtual Delivery

Description

Consider a typical leader’s responses to the following questions: How many projects are waiting to begin and how many are underway? Are any projects in trouble, and what is the department’s project capacity? Too often, the answers are, respectively: Don’t know. Don’t know. Quite a few. And, don’t know. When managers make decisions without a well-managed project portfolio, empty promises are made, resources are over-committed and risk escalates across the portfolio. A well-designed portfolio enables effective evaluation, selection, and tracking of individual projects. It also provides a control-tower view of all mission-critical projects.

Topics

Optimizing the Project Portfolio Model

This session will describe and outline a five-stage project portfolio model that provides a comprehensive view of projects from the idea stage to the implementation stage.

Project Selection and Prioritization

In any organization there is more demand for project resources than the available budget and people. This session will describe the risk-value model of project selection and prioritization.

Project Vital Signs

In order to ensure efficient portfolio management, project managers need to provide project status and progress information that is timely, realistic, and predictive of the project’s health. This session will discuss a highly effective system for monitoring and reporting project status and progress through the use of eighteen vital signs.

Identification and Termination of Troubled Projects

According to the Center’s industry research, close to 30 percent of projects fail, even under the best of conditions. Few are ever identified and terminated in a timely manner. These projects end up consuming scarce resources and negatively impacting the bottom line. This session will present a proven process to identify and terminate troubled projects in a timely and orderly manner.

Accountability Through Portfolio Transparency

Making the project portfolio transparent to the entire organization is a positive indicator of effective portfolio management. By “opening the kimono,” organizations can drive accountability that will result in increased project success rates. This session outlines the steps necessary for implementing portfolio transparency.