Programme and Portfolio Management

The Programme and Portfolio Management programme is a practical training programme lasting 16 class hours, designed for anyone who wants to understand how to connect organisational strategy with the selection, management, and oversight of projects, programmes, and portfolios. The programme provides participants with a fundamental understanding of programme and portfolio management, including the planning of strategic priorities, the development of models for project selection and balancing, and the establishment of reporting and decision-making systems. Particular emphasis is placed on applying portfolio management models in a real business environment, with an understanding of the role of the PMO and ICT systems for PPM. The value of the programme lies in the fact that participants acquire practical knowledge for more structured management of project investments and for aligning project decisions with organisational strategy.

• Understand how strategy, projects, programmes, and portfolios are connected in managing organisational development.
• Assess an organisation’s maturity for managing projects, programmes, and portfolios, and establish the basis for portfolio development.
• Apply criteria for the selection, balancing, prioritisation, and authorisation of projects and programmes within a portfolio.
• Resolve practical portfolio management situations through PPM model simulation, reporting, and portfolio adjustment in response to strategy changes.

Upon completion of the programme, participants will be able to:

• explain the fundamental concepts of programme and project portfolio management
• distinguish between project, programme, and portfolio management in the context of a business organisation
• analyse the relationship between organisational strategy and the selection of projects for a portfolio
• assess the basic level of organisational maturity for managing projects, programmes, and portfolios
• apply basic criteria for the evaluation, selection, and prioritisation of programmes and projects
• plan a basic portfolio structure appropriate to the needs of the organisation
• evaluate the role of the PMO, reporting, and ICT systems in portfolio management
• propose portfolio adjustments in line with changes in business strategy

The programme is intended for individuals who want to understand how to strategically manage a larger number of projects and programmes within an organisation and make better decisions on investments, priorities, and portfolio development. It is especially useful for those involved in project management, organisational development, and strategic planning.

• managers and department heads
• project and programme managers
• PMO members and individuals involved in developing the PMO function
• directors and executives responsible for strategic planning
• professionals in organisational development and business transformation
• anyone who wants to improve their understanding of project portfolio management in business practice

1. Organisational Maturity for Managing Projects, Programmes, and Portfolios
   Participants are introduced to the concept of organisational maturity and its impact on the successful management of projects, programmes, and portfolios. The focus is on understanding the prerequisites an organisation needs to develop for an effective PPM approach.
2. Programme and Portfolio Concepts, Terminology, and Benefits
   This unit covers the fundamental concepts, differences, and benefits of programme and portfolio management. Participants develop an understanding of why the portfolio approach is important for better resource allocation and the achievement of strategic objectives.
3. Corporate Strategy Planning and Linking Strategy with Projects
   This unit focuses on the relationship between business strategy and the project portfolio. Participants learn how to translate strategic priorities into projects and programmes that create real value for the organisation.
4. Portfolio Structure Development and Criteria for Selecting Projects and Programmes
   This unit covers the creation of a portfolio structure suited to a specific organisation and the application of criteria for the evaluation and selection of projects, including financial indicators such as NPV and IRR.
5. Portfolio Balancing, Prioritisation, and Authorisation
   Participants learn how to establish a model for balancing the portfolio, setting priorities, and authorising projects and programmes in line with available resources and strategic objectives.
6. Portfolio Management in Everyday Business Operations
   This unit covers portfolio activation, review of work status, reporting, and the use of portfolio management results during the business year.
7. Portfolio Modification, PMO, and ICT Systems for PPM
   This unit addresses portfolio adjustments in the event of strategic changes, the role of the PMO in developing organisational maturity, and an overview of ICT systems that support programme and portfolio management.
8. Practical Example and PPM Model Simulation
   The final part of the programme is focused on the practical application of knowledge through the simulation of a programme and portfolio management model in a real organisational context.