PM1-0 Project Portfolio Management



Dynamic Interactive Virtual Course


Traditional In-Person Workshop


  • 3-4 hour Virtual Session
  • 2 days Traditional

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There are too many examples of leading organizations that did not select the right programs and projects to invest in. What happened to Block Buster, Kodak, Blackberry, Kmart, AOL, Borders, and WordPerfect?  The wrong projects or programs will not support the corporate strategy nor add sufficient value to the organization…”  From: Strategy Deployment through Portfolio Management: A Risk-based Approach (Ernst & Young). According to Bureau of Economic Analysis 2010 Study

  • 84% of companies either do not conduct business cases for their projects or perform them on select key projects
  • 89% of companies are flying blind with no metrics in place except for financial data
  • 84% of companies are unable to adjust and realign their budgets with their business needs

The main purpose of this workshop is to provide the tools so you can effectively and efficiently support the Executive Leadership and Operational Management to plan, implement, manage and evolve portfolio management in your organization.  We will prepare you to become a strong and effective change advocate for meaningful portfolio management that delivers objective measurements of benefit contribution towards the strategic objectives to lead, manage, and continuously improve portfolio management governance, processes, and frameworks with and through the direction of a portfolio practice, principles, and delivery boards.


  • Articulate the benefits of portfolio management.
  • Describe the linkage of strategic objectives to the initiatives in the organization.
  • Participate in the introduction of portfolio management in an organization through a PMO or other relevant business areas.
  • Create or improve an existing, portfolio governance structure.
  • Lead the inventory of ongoing and new investment initiatives.
  • Assist the executive leadership in the creation of suitable portfolio and sub-portfolio categories.
  • Assist the executives in the prioritization of initiatives through the use of Multi-Criteria Analysis and other selection tools.
  • Assist the executives in balancing the portfolio based on the optimal use of resources and priorities.
  • Create a portfolio delivery plan.
  • Define thresholds and variance reporting criteria.
  • Support and mentor executives and the financial team in the definition of Stage-Gate Funding.
  • Lead and facilitate the Stage Gate Reviews.
  • Analyze the benefits and resulting business value that are being realized by the initiatives.




Getting Started

  • Introductions
  • Course structure
  • Course goals and objectives
  • Assess the organization’s portfolio maturity level

Foundation Concepts

  • Explain the specific portfolio management definitions and concepts
  • Describe the benefits of portfolio management
  • Articulate the objectives of portfolio management
  • Describe three types of portfolio life cycles

Portfolio Governance

  • Explain the Portfolio Governance Structure
    • Portfolio Definition Board
    • Portfolio Delivery Board
    • Portfolio Management Office PMO
  • Define the roles and responsibilities of the portfolio stakeholders
  • Describe the Initial activities when starting portfolio management
    • Inventory initiatives
    • Categorize portfolio(s)

Prioritizing Initiatives

  • Define and develop suitable Multi-Criteria Analysis (MCA) for specific portfolios
  • Utilize Analytical Hierarchy Process (AHP) in prioritization of portfolios
  • Ensure that the portfolio is strategically aligned

Balance Portfolio

  • Explain the importance of balancing the use of Resources, Budgets, and Equipment
  • Proficient to communicate decisions to the organization around the outcome of prioritization, including:
    • Prioritized and Resourced Initiatives
    • Best Effort Initiatives
    • On-Hold Initiatives

Plan Portfolio Management

  • Explain and lead the work in review cycles
  • Describe the purpose of Stage-Gate Funding
  • Understand and apply thresholds and variance reporting
  • Awareness of some tool examples

Portfolio Delivery “Cycle”

  • Describe the alignment of project and program life cycles to the portfolio
  • Describe the purpose of, and lead, Stage-Gate Reviews
  • Execute loop back to prioritize, balance, and plan as a part of the delivery cycle
  • Ability to interact with the Portfolio Delivery Board
  • Describe project, program and functional managers’ roles and responsibilities in the delivery cycle