Project Portfolio Management

Learn how to choose and align projects based on the strategic and financial criteria, ensuring the correct investments allocation.

To qualify students in the portfolio management, one of the main strategic alignment tools between the project management and the organizational strategy.

Scope of work

At the end of the course the student will be able to:

  • Distinguish projects, programs and portfolios
  • Select the appropriate criteria to be used based on a specific strategic direction
  • Translate strategic business objectives into selection criteria
  • Decompose a high level strategic guidance on the direct, tangible and measurable criteria
  • Understand and distinguish the quantitative, qualitative and strategic criteria
  • Associate the strategic initiatives to structured projects
  • Use the Analytical Hierarchy Process (AHP) as a comparative mathematical basis for projects and criteria prioritization
  • View the result of a specific strategy reflected in the selected projects portfolio
  • Obtain the right information for the potential projects analysis
  • Balance the project portfolio considering the existing resources and investments constraints
  • Monitor the portfolio and manage the changes

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Fact sheet

Estimated duration [?]

16 hours

Number of participants

Minimum 20 students per class

Target audience

Executives, Strategic Planning Teams, Investment Planning, Teams, Project Managers and others involved in the investments / projects portfolio selection.

Requirements

Desirable project management knowledge.

Languages [?]

Portuguese and English

Venue

Provided by the contractor. Worldwide attendance.

Certification and PDUs [?]

16 All attendees will receive a certificate with this number of PDUs.

  • 1. The context of portfolio management
    • The definition of portfolio management
    • Portfolio objectives
    • The benefits of having a portfolio focus
    • The context of porffolio management in the project management
    • The differences between portfolio management and the traditional managemnt
    • Portfolio management is not multiple project management
    • Portfolio management and the PMO
  • 2. Project portfolio metrics and performance indicators
    • The desired portfolio profile
    • Associating the return of investment with the management costs
    • The project categories and their aligment to the strategic objectives of the corporation
    • The most important metrics in the portfolio (Balanced Scorecard)
  • 3. Balanced Scorecard in the Portfolio Management
    • BSC and the performance evaluation of the portfolio
    • Ibbs Study – Berkerley connecting reliability with maturity and the application of a Project Maturity Model
    • (OPM3) in projects
    • Balanced Scorecard for the portfolio
    • Different BSC’s that can be applied to projects
  • 4. Project selection in Portfolios
    • The main project selection criteria and the development of project portfolios
    • Qualitative criteria and the selection of projects for the portfolio
    • Quantitative criteria and the selection of projects for the portfolio
    • Portfolio project priorization techniques
  • 5. Risk assessment in portfolios
    • Risk management tools used to select projects and assess the performance of the portfolio
    • The use of decision trees to determine the project with the best return for the portfolio
    • Using Monte Carlo simulation to verify the compliance of the portfolio budget
    • Comparing different portfolios using simulation technique
  • 6. Implementing a project portfolio
    • Implementation phases
    • Converting projects to be part of a portfolio
    • Risks associated with implementing a project portfolio

Supported standards and methodologies

Project Management Institute (PMI)
  • PMBOK® Guide
  • PMI Standard for Portfolio Management
  • PMI Standard for Program Management
  • Organizational Project Management Maturity Model (OPM3)®
UK Office of Government Commerce (OGC)
  • MSP (Managing Successful Programmes)
  • P3M3 (Portfolio, Programme, and Project Management Maturity Model)
  • P3O (Portfolio, Programme and Project Offices)
  • MoP (Management of Portfolios)