DOES THIS SOUND LIKE YOUR COMPANY?

r  Project and resource managers often fight over resources

r  Priorities of projects frequently change, with resources reassigned

r  Senior managers have authority to unilaterally approve and release projects

r  Projects are started as soon as approved by senior managers, irrespective of the resource availability

r  Senior management frequently complains about how long the projects take

r  Even if the strategic idea is implemented, the company sometimes does not achieve the expected improvement

r  There is no comprehensive document or portfolio that links all of the organization’s projects to the strategic plan

r  There is a significant turnover at the senior management level, right up through the president

r  Strategic plan is presented as a list of initiatives. The cause-effect logic tying those initiatives to the goals of the organization is absent

r  The list of initiatives is not prioritized. Therefore, it is assumed that all ideas should be implemented simultaneously

If you answered “Yes” to five or more of these questions, you should consider attending this course.  And bring your boss!

DETAILED COURSE OUTLINE

Module 1: Introduction To Project Portfolio Management

n  How are we doing with project portfolios?

n  What do executives really want?

n  What is the definition of portfolio management?

n  What are the differences between project management and portfolio management?

n  Why bad things happen without project portfolio management?

Module 2: Maximizing Portfolio Value

n  Overview of the project portfolio management process

n  Who should participate in portfolio reviews?

n  Financial methods – descriptions, advantages and concerns

n  Scoring models  – descriptions, advantages and concerns

Module 3: Balancing The Project Mix

n  Why seek balanced portfolio?

n  What dimensions should you consider?

n  What types of bubble diagrams are used in the industry?

n  What are the most popular bubble diagram dimensions?

n  Discussion - points to ponder about balancing your portfolio mix

Module 4: Linking Portfolio To Strategy

n  What are the prime goals of the market leaders?

n  What is strategic linkage?

n  What are the linking approaches?

n  Discussion - points to ponder about your company’s strategy and linkage to projects

Module 5: Implementing Project Portfolio Management

n  What are the market leaders doing?

n  Where do we start?

n  How to estimate your firm’s resource capacity?

What are the key steps in implementing project portfolio management?

WHO SHOULD ATTEND

n  C-level executives

n  Project and program managers

n  Functional department directors and managers

n  Sales and Marketing people

n  Director of PMO (Director of Project Management, Portfolio Manager, etc.)

INSTUCTOR’S BIO

n  Jamal Moustafaev, MBA, PMP

n  President and Principal Consultant - Thinktank Consulting

n  Author of the book “Delivering Exceptional Project Results: A Practical Guide to Project Selection, Scoping, Estimation and Management”  to be published by J.Ross publishing in September 2010

n  Frequent contributor to various software development publications

n  Presenter at IT conferences and seminars

n  Teaches project management courses at BCIT

PMPs can claim 7 PDUs by attending this event.

The event will take place in the grounds of the Vancouver Island Technology Park (VITP).

We will provide breaks in the morning and afternoon. Lunch is not included, but there is a Cafe in the building and Camosun College is just a short 5 min. walk away.

Plenty of parking available! Public transportation is also available.