* All fees are exclusive of vat ** PREMIUM - Customize your learning experience
Your organization does the work right. But does it do the right work? As a portfolio manager, your role is essential to ensuring that the answer is “Yes.” Formal portfolio management is the most effective way to implement strategic initiatives because it bridges the gap between strategy and implementation. The Portfolio Management Professional (PfMP)® signifies your advanced competency in the coordinated management of one or more portfolios to achieve strategic objectives. Organizations with mature project portfolio management practices complete 35 percent more of their programs successfully. They fail less often and waste less money according to our 2015 thought leadership report, Delivering on Strategy: “The Power of Project Portfolio Management”.
This AVEREST Portfolio Management Professional training seminar on Portfolio Management Professional introduces the concept of a portfolio approach to possible future projects and investments to help reach or maintain strategy targets. This AVEREST Project Management training course also considers the crucial role of risk management, including a risk management framework and sources of risk to meeting and maintaining a successful portfolio.
What Do Participants Learn?
Whether you work in a Project Management Office, engage in Business development or manage a project portfolio, this course equips you with the essential knowledge and practical tools that you need to succeed in the practice of Project Portfolio Management (PPM).
Who Should Attend?
Members Of Management Boards And Directors Of Change
Senior Responsible Owners (Soros)
Portfolio, Programme, Project, Business Change, And Benefits Managers
Business Case Writers And Project Appraisers
Manage Or Perform A PMO Function
What Will the Learning Experience Include?
Comprehensive pre-program activities include:
Web-based information forms & surveys completed by attendee.
Direct consultation with the attendee about the expectations.
During the training, participants engage in data, activities, and conversations that lead to insight and knowledge.
Participants learn from expert trainers who have both academic and business experiences.
Highly applicable training content & instructive activities for adding depth to training topics.
**A half-day site visit for integrating the experience & plan next steps. Opportunities to provide connections, ideas & support.
Explore & Practice
Apply & sustain the learning experience by using this ongoing support:
To ensure participant has new skills or behavior progress.
Optional, fee-based mentoring & coaching with the trainer.
Training materials & additional documents (e-books, pdf files, presentations and articles)
Evaluate your training experience by giving us feedbacks and help us to reach our organizational goals.
Section 1: Introduction To Portfolio And Portfolio Management
Key Definitions Of Portfolio And Portfolio Management
Portfolio Management Model
Relationship Between The Principles, Cycles, Practices And Relevant Techniques
Differences Between Portfolios, Programmes, And Projects
Differences Between Portfolio, Programme And Project Management
How Can Local Context Affect Mop Principles & Practices – How To Adopt Cost-Effective Approaches?
Objectives And Benefits Of Portfolio Management
Portfolio Selection & Implementation
The Need For A Portfolio Approach To Investment
The Approaches To Implementing Relevant Portfolio Management
Benefits Of Assessing The Impact Of Portfolio Management
Factors Required To Sustain Progress
Approaches To Assessing Portfolio Management Maturity
Section 2: Strategic And Organization Context
Six Key Functions / Activities That Portfolio Management Needs To Coordinate With To Achieve Strategic Objectives
Identify How Portfolio Management Can:
Coordinate With All Other Stratagems To Deliver Strategic Objectives
Support Effective Corporate Governance
Portfolio Management Governance
The Principles Upon Which Effective Portfolio Management Is Based
Senior Management Commitment
Energized Change Culture
Section 3: Portfolio Definition Cycle, Risk Management, And Delivery Cycle
Terms & Concepts Relating To The Portfolio Definition Cycle
Three-Point Estimating And Reference Class Forecasting
What Is Involved And The Keys To Success
Portfolio Risk Management
Portfolio Risk Management Process
An Enterprise View Of Risk & Governance
Risk Drivers & Metrics
Portfolio Delivery Cycle
Portfolio Delivery Practices
Tried And Tested Techniques For Delivery Practice
What Is Involved, The Main Elements, And Keys To Success
Section 4: Roles And Documentation, Risk And Return And Applying Portfolio Cycle
Roles And Documentation
Purposes And Responsibilities Of The Main Portfolio Management Roles Identified In Mop
Purposes Of The Main Portfolio Management Documentation
Portfolio Risk & Return
Applying The Portfolio Definition Cycle
Apply And Tailor Practices And Techniques Of The Portfolio Definition Cycle To A Scenario
Identify Appropriate Practices And Techniques Within The Portfolio Definition Cycle
Identify, Analyse And Distinguish Between Appropriate And Inappropriate Application Of Portfolio Definition Practices And Techniques To A Scenario
Section 5: Portfolio Delivery Cycle Presentation
Apply And Tailor The Practices, Techniques, And Responsibilities Of The Portfolio Delivery Cycle To A Scenario
Identify Appropriate Practices And Techniques Within The Portfolio Delivery Cycle
Identify, Analyze And Distinguish Between Appropriate And Inappropriate Application Of Portfolio Delivery Practices To A Scenario
Analyze Whether The Approaches Adopted Are Appropriate, With Reasons, In A Given Scenario
Analyze Whether The Portfolio Documentation Is Fit For Purpose, With Reason