Project Portfolio Management
Maximizing Strategy Execution
17 June, 16 September, 18 November 2008, London
www.unicom.co.uk/projectportfolio
Organised By:
About This Workshop
It is often difficult for an organization to manage projects
in their interdependency and to continuously keep them
aligned with the organization goals and objectives, especially
when the rapidly changing environment enforces regular
changes of strategies and plans. They lack the insight in the
status and performance of the portfolio and mechanisms for
what-if scenario’s and impact analysis. The challenge lies in
managing the complexity of the various parameters
influencing the success of the total portfolio. This
workshop gives insight into the dynamics of Project Portfolio
Management (PPM), the process for PPM and the interaction
between the PPM process and other important processes
(including Strategy Development, Architecture Management,
Resource Management and Project Management).
Who Should Attend
This session is a must for Business and IT executives
Sponsor:
involved with change in organizations:
• Senior Managers
• Project Portfolio Managers
• Program Managers
• Project Office/Program Office Executives and Staff
• Strategy Planners
• Business Executives and Managers involved with Change
• Change Managers
• Financial and Compliance Executives
• Resource Managers for (candidate) project resources
• Architecture Managers
What You Will Learn
The workshop provides full insight in all key parameters
influencing the Project Portfolio and how to manage these,
a best practice process for Project Portfolio Management
including required roles and responsibilities and an
example how existing Project Portfolio Management tooling
can guide and support the end-to-end Portfolio process/
lifecycle, including what-if scenarios and impact analyses.
Workshop Outline
Defining Project Management, Program Management
and Project Portfolio Management
• What these processes do and how they vary
• The interaction between these processes
• The context and interaction between Project Portfolio
Management process and other important processes
The Challenges of Project Portfolio Management
• Why do Project Portfolio management?
• Why is it so complex?
• What can we do about this?
• Consequences of not managing Project Portfolios well
Project Portfolio Management: Context and Best
Practice Process
• How does Project Portfolio Management link to Strategy?
• How does Project Portfolio Management link to
Architecture?
• How does Project Portfolio Management link to Project
Management?
1
Marc de Goeij, Resilient
• Project Portfolio Management: the ‘end-to-end’ best
practice Business Process
Case Study Discussion: Using a PPM tool to manage a
Project Portfolio in real life,
Scenario’s and Impact Analyses for Project decisions
• Performance Reports for Portfolio Performance Reporting
• Formalizing the PPM Process
Project Portfolio Management Governance: Roles and
Responsibilities
A Case Study: PPM implementation in a large insurance
company
• How do other organizations implement PPM?
• Lessons Learned and Best Practices
Project Portfolio Management: Key Performance
Indicators
Making the Business Case for Project Portfolio
Management
What Makes This Workshop Unique?
This workshop provides a unique combination of:
• A Business Architecture approach toward Project Portfolio
Management and the link to other Processes
• A best practice design for the end-to-end PPM process
and governance
• Live examples of PPM implementations; lessons learned
and best practices
• In-workshop case study for understanding how to
effectively manage Project Portfolios and the Project
Portfolio Process on the basis of existing PPM-tooling
• A very interactive day sharing and discussing attendee’s
personal experiences and suggestions
About The Speaker
Marc de Goeij followed a professional career in
banking before he became a full time consultant in the
Organization Development arena. Marc specializes in Strategy
Development, Business/Enterprise Architecture, Business
Change, Enterprise Program Management/Project Portfolio
Management and Business Process Improvement which
he applied in many large organizations across different
industries. Marc holds Bachelor level degrees in Economics,
Languages, and Computer Science and has a Cum Laude
Masters degree in Organization and Management.
 Project Portfolio Registration Details

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1st Delegate
17 June 2008
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