Like most other countries across the Middle East, the Kingdom of Saudi Arabia is experiencing a demographic youth bulge. The median age of the country is 27.5, with some 60% of Saudis now under the age of 30.13. As a consequence, hundreds of thousands of young Saudis—up to 280,000 per year—are expected to enter the labor force over the next few years. The Kingdom needs to provide employment and the same levels of social benefits as the previous generation enjoyed. While education and literacy are high, the educational system has to focus on providing the necessary skills to make a cohesive effort related to achieving Vision 2030. The competitive global environment, rapid technological changes and turbulent markets demand constant learning with adaptation to dynamic changes to succeed on Vision 2030. Adaptation to agile, innovative project management can enable systematic improvement in the performance of overall support structures that enable Saudi Vision 2030. For this adaptation, we suggest that professionals across the board need to equip themselves with the necessary standards, tools and techniques in Project Management. A training and learning culture must be established in the project/program/portfolio management spectrum in KSA to make Vision 2030 a grand success. Our host for the session will be Mr Dharam Singh, leading PgMP® & PfMP® trainer and mentor, CEO, vCare Project Management, from Cupertino, California, USA. The Guest will be, Mr Mohanad Al Harbi, MEM- PgMP PMP, Assistant Vice President, Public Investment Fund, from Riyadh, Saudi Arabia. The session will cover high-level goals the Saudi Vision 2030 intends to achieve and discusses the role and importance of portfolio/program/project management in it.

1. 1

2. PRESENTED BY
Dharam Singh
Leading PgMP® & PfMP® Mentor
Founder & CEO, vCare Project Management
PgMP®, PfMP®, PMP®, PMI-ACP®, PMI-RMP®, PMI-PBA®
Mohanad AlHarbi
Assistant Vice President
Public Investment Fund (PIF), KSA
MEM, PgMP®, PMP®
Email
dharam@vcareprojectmanagement.com
Social Media
Email
info@pmiksa.sa
Social Media
Book a 15 Mins Obligation Free Appointment
https://bit.ly/2SbhTOK
2
PRESENTED BY
Dharam Singh
Leading PgMP® & PfMP® Mentor
Founder & CEO, vCare Project Management
PgMP®, PfMP®, PMP®, PMI-ACP®, PMI-RMP®, PMI-PBA®
Mohanad AlHarbi
Assistant Vice President
Public Investment Fund (PIF), KSA
MEM, PgMP®, PMP®
Email
dharam@vcareprojectmanagement.com
Social Media
Email
info@pmiksa.sa
Social Media
Book a 15 Mins Obligation Free Appointment
https://bit.ly/2SbhTOKhttps://bit.ly/2SbhTOK

3. Agenda
- Saudi Vision 2030: Opportunities
- Array of plans
- Saudi Vision 2030: Goals
- Vibrant Young Professionals
- Role of Project/Program/Portfolio Management
- Alignment of Vision
- Portfolio Mindset
Three level implementation
6 - 27 - 96 Roadmap
Portfolio Management Definition
Conscious strategy
OPM Governance
VRPs (Vision Realization Programs)
Tracking the progress of VRPs
Creating The Mindset
Peer Groups
Organization Objectives & Strategic Intent
Bringing this mindset
Nation-wide project, program and portfolio management process
Role of Portfolio/Program/Project management professionals
Adaptation to dynamic changes
Project Management Offices(PMOs)
Project/Program/Portfolio Management learning aspects
How Project Management Institute (PMI) can help?
- Conclusion
Agenda
- Saudi Vision 2030: Opportunities
- Array of plans
- Saudi Vision 2030: Goals
- Vibrant Young Professionals
- Role of Project/Program/Portfolio Management
- Alignment of Vision
- Portfolio Mindset
Three level implementation
6 - 27 - 96 Roadmap
Portfolio Management Definition
Conscious strategy
OPM Governance
VRPs (Vision Realization Programs)
Tracking the progress of VRPs
Creating The Mindset
Peer Groups
Organization Objectives & Strategic Intent
Bringing this mindset
Nation-wide project, program and portfolio management process
Role of Portfolio/Program/Project management professionals
3
Adaptation to dynamic changes
Project Management Offices(PMOs)
Project/Program/Portfolio Management learning aspects
How Project Management Institute (PMI) can help?
- Conclusion

4. Strong Investment Capabilities
Alignment
Continuous Restructuring
Agility
4
Strong Investment CapabilitiesStrong Investment Capabilities
Alignment
Continuous Restructuring
Agility

5. Stimulating
Economy
Diversify
Revenue
Construction
Leisure
Entertainment
Tourism
US$810 Billion
GCC
FOCUS SECTORS
5
StimulatingStimulating
EconomyEconomy
Diversify
Revenue
Construction
Leisure
Entertainment
Tourism
US$810 BillionUS$810 BillionUS$810 BillionUS$810 BillionUS$810 Billion
GCC
FOCUS SECTORS

6. Opportunity
9.1%
GROWTH RATE
$3 Billion
REVENUE
GCC
Opportunity
9.1%
GROWTH RATE
$3 Billion
REVENUE
GCC
6

7. 7

8. THREE SAUDI
CITIES
in Top-ranked 100
cities in the world
2.9% TO 6%
Household spending
on cultural &
entertainment
activities
13% TO 40%
Increase the ratio of
individuals
exercising at least
once a week
26 TO 10
Raise position in the
Social Capital index
74 TO 80
Increase the average
life expectancy
11.6% TO 7%
Lower the rate of
unemployment
20% TO 35%
Increase the SME
contribution to GDP
22% TO 30%
Increase women's
participation in the
workforce
TOP 15
19th largest economy
in the world and into
the top 15
Yrs Yrs 40% TO 75%
Increase the
localization of the oil
and gas sectors
SAR 7 TRILLION
Increase the Public
Investment Fund's
assets, from
SAR 600 billion
TOP 10
Become one in top 10
countries on the Global
Competitiveness Index
from 25th Position
3.8% TO 5.7%
Increase foreign
direct investment as
per the international
level of 5.7% of GDP
40% TO 65%
Increase the private
sector's contribution
from 40% to 65%
of GDP
49 TO 25
Raise global ranking
in the Logistics
Performance Index
16% TO 50%
Raise the share of
non-oil exports in
non-oil GDP
SAR 1 TRILLION
Increase non-oil
government revenue
from SAR 163 billion
80 TO 20
Raise ranking in the
Government
Effectiveness Index
TOP FIVE
Raise our ranking on
the E-Government
Survey Index from our
current position of 36
6% TO 10%
Increase household
savings from total
household income
-1% TO 5%
Raise the non-profit
sector's contribution
to GDP
MILLION
VOLUNTEERS
Currently 11,000
volunteers
8
THREE SAUDI
CITIES
in Top-ranked 100
cities in the world
2.9% TO 6%
Household spending
on cultural &
entertainment
activities
13% TO 40%
Increase the ratio of
individuals
exercising at least
once a week
26 TO 10
Raise position in the
Social Capital index
74 TO 80
Increase the average
life expectancy
11.6% TO 7%
Lower the rate of
unemployment
20% TO 35%
Increase the SME
contribution to GDP
22% TO 30%
Increase women's
participation in the
workforce
TOP 15
19th largest economy
in the world and into
the top 15
Yrs Yrs 40% TO 75%
Increase the
localization of the oil
and gas sectors
SAR 7 TRILLION
Increase the Public
Investment Fund's
assets, from
SAR 600 billion
TOP 10
Become one in top 10
countries on the Global
Competitiveness Index
from 25th Position
3.8% TO 5.7%
Increase foreign
direct investment as
per the international
level of 5.7% of GDP
40% TO 65%
Increase the private
sector's contribution
from 40% to 65%
of GDP
49 TO 25
Raise global ranking
in the Logistics
Performance Index
16% TO 50%
Raise the share of
non-oil exports in
non-oil GDP
SAR 1 TRILLION
Increase non-oil
government revenue
from SAR 163 billion
80 TO 20
Raise ranking in the
Government
Effectiveness Index
TOP FIVE
Raise our ranking on
the E-Government
Survey Index from our
current position of 36
6% TO 10%
Increase household
savings from total
household income
-1% TO 5%
Raise the non-profit
sector's contribution
to GDP
MILLION
VOLUNTEERS
Currently 11,000
volunteers

9. MAKE AN IMPACT
Same levels of social benefits as the previous
generation enjoyed
REDUCE UNEMPLOYMENT
The Kingdom needs to provide employment
280,000 PER YEAR
Expected to enter the labor force over the
next few years
DEMOGRAPHIC YOUTH BULGE
Median age of the country is 27.5
60% of Saudis now under the age of 30.13
MAKE AN IMPACT
Same levels of social benefits as the previous
generation enjoyed
REDUCE UNEMPLOYMENT
The Kingdom needs to provide employment
280,000 PER YEAR
Expected to enter the labor force over the
next few years
DEMOGRAPHIC YOUTH BULGE
Median age of the country is 27.5
60% of Saudis now under the age of 30.13
9

10. PROJECTS PROGRAMS PORTFOLIOS
ROLE OF PROJECT/PROGRAM/PORTFOLIO MANAGEMENT
PROJECTS PROGRAMS PORTFOLIOS
ROLE OF PROJECT/PROGRAM/PORTFOLIO MANAGEMENT
10

11. ADAPTATION TO DYNAMIC CHANGES
Saudi Vision 2030
IMPARTING SKILLS
High Literacy and
Education
EMBRACE CHANGE
Rapid technological
changes
SOLUTION
Constant learning
GETTING READY
Competitive global
environment
*VUCA
Turbulent markets
*VUCA- Volatility, uncertainty, complexity and ambiguity
ADAPTATION TO DYNAMIC CHANGES
Saudi Vision 2030
IMPARTING SKILLSIMPARTING SKILLS
High Literacy andHigh Literacy and
EducationEducation
EMBRACE CHANGEEMBRACE CHANGE
Rapid technologicalRapid technological
changeschanges
SOLUTIONSOLUTION
Constant learningConstant learning
GETTING READYGETTING READY
Competitive globalCompetitive global
environmentenvironment
*VUCA*VUCA
Turbulent marketsTurbulent markets
11
*VUCA- Volatility, uncertainty, complexity and ambiguity

12. 01
02
03
Plan to adopt project management and established expert
project management offices(PMOs) in the Council of Economic
and Development Affairs and many other government agencies.
This group composes of the delivery unit that drives the Vision
2030 initiative.
It is important to understand the various facets to get clarity on the
need for utilization of Project/Program and Portfolio management
and related practices for successfully reaching the Saudi Vision
2030.
01
02
03
Plan to adopt project management and established expert
project management offices(PMOs) in the Council of Economic
and Development Affairs and many other government agencies.
12
This group composes of the delivery unit that drives the Vision
2030 initiative.
It is important to understand the various facets to get clarity on the
need for utilization of Project/Program and Portfolio management
and related practices for successfully reaching the Saudi Vision
2030.

13. PROJECT/PROGRAM/PORTFOLIO MANAGEMENT
BENEFITS
Improving overall
value delivery to the
segments targeted
Higher satisfaction
levels for end-users
Greater market
results & acquisition
Value
Delivery
Better return on
investment
Increase in overall
productivity
Better economic
value addition
Monetary
Gains
01 02 03 04 05
Reduction in errors
Scope shifts resulting
in targeted victories
Savings
Disciplined
Progress
Creation of a Learning
& growth culture
Higher performance
Higher productivity
levels
Workforce
Motivation
Improved
communication levels
Better integrations
resulting in improved
controls
Non-measurable
benefits
PROJECT/PROGRAM/PORTFOLIO MANAGEMENT
BENEFITS
Improving overall
value delivery to the
segments targeted
Higher satisfaction
levels for end-users
Greater market
results & acquisition
Value
Delivery
Better return on
investment
Increase in overall
productivity
Better economic
value addition
Monetary
Gains
01 02 03 04 05
Reduction in errors
Scope shifts resulting
in targeted victories
Savings
Disciplined
Progress
Creation of a Learning
& growth culture
Higher performance
Higher productivity
levels
Workforce
Motivation
Improved
communication levels
Better integrations
resulting in improved
controls
Non-measurable
benefits
13

14. HOW CAN PROJECT MANAGEMENT INSTITUTE (PMI) &
ITS FRAMEWORKS HELP?
Learn standards, tools and
techniques of PM
Adaptation to agile, innovative
project management
Systematic improvement in the performance
of overall support structures
Professionals equip necessary skill set
HOW CAN PROJECT MANAGEMENT INSTITUTE (PMI) &
ITS FRAMEWORKS HELP?
14
Learn standards, tools and
techniques of PM
Adaptation to agile, innovative
project management
Systematic improvement in the performance
of overall support structures
Professionals equip necessary skill set

15. 15

16. ALIGNMENT OF VISION
VISION
MISSION
GOAL
Organized as a portfolio for better alignment
16
ALIGNMENT OF VISION
VISION
MISSION
GOAL
Organized as a portfolio for better alignment

17. Responsibility
VISION
VRPS
ENTITY PLANS
Content Timescale
Council of Ministers
CEDA
Chairman of CEDA
Program Chairman and members
of each VRP Program committee
Individual entities
Vision Strategic Objectives (3 levels)
Objective brief / attributes
KPIs
High-level targets
Entity-level planning (5 years and annual) :
Long term – to 2030
Opportunity to revisit during 5 yearly
planning cycle
Every 5 years
Revised annually with rolling targets
Every 5 years
Annual plan– 5 year targets
– Initiative plans (VRPs and objectives)
– Milestones
– Budget needs
Program delivery plan:
– 5 year targets
– Initiatives
– Milestones
– Initiative budgets
THREE LEVEL IMPLEMENTATION
Responsibility
VISION
VRPS
ENTITY PLANS
Content Timescale
17
Council of Ministers
CEDA
Chairman of CEDA
Program Chairman and members
of each VRP Program committee
Individual entities
Vision Strategic Objectives (3 levels)
Objective brief / attributes
KPIs
High-level targets
Entity-level planning (5 years and annual) :Entity-level planning (5 years and annual) :
Long term – to 2030
Opportunity to revisit during 5 yearly
planning cycle
Every 5 years
Revised annually with rolling targets
Every 5 years
Annual plan– 5 year targets
– Initiative plans (VRPs and objectives)
– Milestones
– Budget needs
Program delivery plan:
– 5 year targets
– Initiatives
– Milestones
– Initiative budgets
THREE LEVEL IMPLEMENTATION

18. Strengthen
Islamic &
national identity
6 - 27 - 96 Roadmap
6 Level-1 “overarching objectives”
A Vibrant Society
A Thriving Society
An Ambitious Nation
Vision Pillars
Enhance
government
effectiveness
Grow &
diversify the
economy
Offer a fulfilling
& healthy life
Increase
employment
Enable social
responsibility
27 Level-2
"Branch" objectives
96 Level-3 “Strategic"
objectives
Strengthen
Islamic &
national identity
6 - 27 - 96 Roadmap
6 Level-1 “overarching objectives”
A Vibrant Society
A Thriving Society
An Ambitious Nation
Vision Pillars
Enhance
government
effectiveness
Grow &
diversify the
economy
Offer a fulfilling
& healthy life
Increase
employment
Enable social
responsibility
18
27 Level-2
"Branch" objectives
96 Level-3 “Strategic"
objectives

19. As per PMI, in, "The Standard for Portfolio Management – Third
Edition", "a portfolio is a component collection of programs,
projects, or operations managed as a group to achieve strategic
objectives (…) at any given moment, a portfolio represents a
view of its selected portfolio components and reflects the
organizational strategy and objectives".
PORTFOLIO MANAGEMENT DEFINITION
As per PMI, in, "The Standard for Portfolio Management – Third
Edition", "a portfolio is a component collection of programs,
projects, or operations managed as a group to achieve strategic
objectives (…) at any given moment, a portfolio represents a
view of its selected portfolio components and reflects the
organizational strategy and objectives".
PORTFOLIO MANAGEMENT DEFINITION
19

20. CONSCIOUS STRATEGY
Gives clarity to various stakeholdersAligned actions would result in Value, Good
strategy definition and good Portfolio
20
CONSCIOUS STRATEGY
Gives clarity to various stakeholdersAligned actions would result in Value, Good
strategy definition and good Portfolio

21. OPM Governance(Organization Project
Management Governance) a framework
recommended by PMI, can be adopted to bring
The framework can be tweaked or tailored based
on the Size, Complexity and risks.
This adaptation can help to manage the strategy
in terms of Oversight, Control, Integration and
Decision making.
an alignment for the Saudi Vision 2030 Portfolio,
Program and Projects for achieving the goals. O
P
M
OPM Governance(Organization Project
Management Governance) a framework
recommended by PMI, can be adopted to bring
The framework can be tweaked or tailored based
on the Size, Complexity and risks.
This adaptation can help to manage the strategy
in terms of Oversight, Control, Integration and
Decision making.
an alignment for the Saudi Vision 2030 Portfolio,
Program and Projects for achieving the goals.
21
O
P
M

22. VRPS
(VISION REALIZATION
PROGRAMS)
Specific Mandates
Owners
Targets
Deliver impact against
strategic objectives
22
VRPS
(VISION REALIZATION
PROGRAMS)
Specific Mandates
Owners
Targets
Deliver impact against
strategic objectives

23. Macroeconomic
Targets
Relevant Objective
Targets
Program
Targets
Targets reflecting the direct impact
achieved by the program, consisting of
KPIs adopted for third-level objectives
Targets reflecting the contribution
of the program to six key
macroeconomic indicators
Targets reflecting the program’s indirect
contribution to the KPIs associated with
relevant strategic objectives
GDP
Private Sector Employment
Contribution to Local Content
Trade Balance
Government Revenue
Non-government Investment
3 LEVELS OF TARGETS TO
TRACK THE PROGRESS OF VRPS
Macroeconomic
Targets
Relevant Objective
Targets
Program
Targets
Targets reflecting the direct impact
achieved by the program, consisting of
KPIs adopted for third-level objectives
Targets reflecting the contribution
of the program to six key
macroeconomic indicators
Targets reflecting the program’s indirect
contribution to the KPIs associated with
relevant strategic objectives
23
GDP
Private Sector Employment
Contribution to Local Content
Trade Balance
Government Revenue
Non-government Investment
3 LEVELS OF TARGETS TO
TRACK THE PROGRESS OF VRPS

24. KPIs
Timeline
Budget
Detailed Delivery Plan
Performance measurement
Metrics
VRPs
KPIsKPIs
TimelineTimeline
BudgetBudget
Detailed Delivery PlanDetailed Delivery PlanDetailed Delivery PlanDetailed Delivery PlanDetailed Delivery PlanDetailed Delivery PlanDetailed Delivery PlanDetailed Delivery PlanDetailed Delivery PlanDetailed Delivery PlanDetailed Delivery Plan
Performance measurement
Metrics
2424
VRPs

25. Portfolio
Mindset
Portfolio
Mindset
25

26. People
Project
Saudi Vision
2030
Educating the leaders, peers on the practice
of portfolio management
The steering members must have a Portfolio
management mindset that will provide the
needed strategic focus
Understanding Portfolio Management benefits
Helps in prioritizing the projects which are time
consuming
People
Project
Saudi Vision
2030
Educating the leaders, peers on the practice
of portfolio management
The steering members must have a Portfolio
management mindset that will provide the
needed strategic focus
Understanding Portfolio Management benefits
Helps in prioritizing the projects which are time
consuming
26

27. Peer
Group
Is Saudi Vision 2030 strategic goals well understood by everybody involved in achieving it?
Do you have visibility on the actions being performed to support your strategic goals?
Does the information across the projects initiated for Saudi Vision 2030 are visible across the PMO?
Does the project level information help in taking optimal portfolio decisions?
Is the portfolio effectively diversified so that you can spread the risk? Do you have different types of investments?
Do you have the right volume of investments at different stages?
What criteria can be used to make decisions on the portfolio — to remove some items and increase investment in others?
Do the decisions at the portfolio level help the projects adequately?
Does the situation warrant for Push-pull relationship between the projects and portfolio management team for the correct delivery of the project?
1.
2.
3.
4.
5.
6.
7.
8.
9.
Peer
Group
27
Is Saudi Vision 2030 strategic goals well understood by everybody involved in achieving it?
Do you have visibility on the actions being performed to support your strategic goals?
Does the information across the projects initiated for Saudi Vision 2030 are visible across the PMO?
Does the project level information help in taking optimal portfolio decisions?
Is the portfolio effectively diversified so that you can spread the risk? Do you have different types of investments?
Do you have the right volume of investments at different stages?
What criteria can be used to make decisions on the portfolio — to remove some items and increase investment in others?
Do the decisions at the portfolio level help the projects adequately?
Does the situation warrant for Push-pull relationship between the projects and portfolio management team for the correct delivery of the project?
1.
2.
3.
4.
5.
6.
7.
8.
9.

28. Take inventory all of the projects and programs in the
portfolio planned as per the vision document
Inventory can be prioritized based on cost, risk, performance
and which could have a better return on investment
Interact with the various departments and ministries on
validating them
Make sure the team and stakeholders understand organizational
strategic objectives and portfolio objectives as well
Establish the big picture with clarity of purpose and based on
strategic objectives on each item
Continuously assess and balance priorities based on Risk,
Reward, Resources and Relationships
1
2
3
4
5
6
ORGANIZATIONAL
OBJECTIVES
STRATEGIC
INTENT
Take inventory all of the projects and programs in the
portfolio planned as per the vision document
Inventory can be prioritized based on cost, risk, performance
and which could have a better return on investment
Interact with the various departments and ministries on
validating them
Make sure the team and stakeholders understand organizational
strategic objectives and portfolio objectives as well
Establish the big picture with clarity of purpose and based on
strategic objectives on each item
Continuously assess and balance priorities based on Risk,
Reward, Resources and Relationships
28
1
2
3
4
5
6
ORGANIZATIONAL
OBJECTIVES
STRATEGIC
INTENT

29. Investing in the right
resources to produce
the expected value
Training the existing teams
at project/program/portfolio
level
Analyzing and evaluating
the knowledge gap
Continuously review
and pivot in the
areas with agility
Creating talent poolUnderstanding the
changing dynamics
in Gobal Scenario
How to go about bringing this mindset?
Investing in the right
resources to produce
the expected value
Training the existing teams
at project/program/portfolio
level
Analyzing and evaluating
the knowledge gap
Continuously review
and pivot in the
areas with agility
Creating talent poolUnderstanding the
changing dynamics
in Gobal Scenario
How to go about bringing this mindset?
29

30. Formalized and
nation-wide
project, program
and portfolio
management
process
Efficient use
of resources
Consistent
processes
Critical Success
factors
Elimination of poor
projects and programs
Resources across projects can be consolidated by having a unified overview of the
portfolio(s)/programs and resources.
Instead of following different processes across projects, the processes can be made
consistent across common areas to simplify administration and approval workflows.
Well-articulated success factors or the key performance indicators which are defined
based on SMART context. Such factors would help identify concerns and communicate
them across the channels for rectifications as and when necessary.
Well-articulated success factors or the key performance indicators which are defined
based on SMART context. Such factors would help identify concerns and communicate
them across the channels for rectifications as and when necessary.
Formalized and
nation-wide
project, program
and portfolio
management
process
Efficient use
of resources
Consistent
processes
Critical Success
factors
Elimination of poor
projects and programs
Resources across projects can be consolidated by having a unified overview of the
portfolio(s)/programs and resources.
Instead of following different processes across projects, the processes can be made
consistent across common areas to simplify administration and approval workflows.
Well-articulated success factors or the key performance indicators which are defined
based on SMART context. Such factors would help identify concerns and communicate
them across the channels for rectifications as and when necessary.
Well-articulated success factors or the key performance indicators which are defined
based on SMART context. Such factors would help identify concerns and communicate
them across the channels for rectifications as and when necessary.
30

31. Communicate transparently on the problems and surface it early on, so that it can
be aligned to the overarching goal.
Prioritizing and selecting the projects/programs with the right balance to
the portfolio.
What the portfolio managers and program managers
are supposed to do?
Regular or consistent monitoring of the portfolio so that the priorities can
be redefined appropriately for mobilization of resources.
Alignment of processes, people and technology are crucial, and portfolio
and program managers play a crucial role in bringing this together.
Ensure portfolio conformance to governance policies and processes.
Communicate transparently on the problems and surface it early on, so that it can
be aligned to the overarching goal.
Prioritizing and selecting the projects/programs with the right balance to
the portfolio.
What the portfolio managers and program managers
are supposed to do?
31
Regular or consistent monitoring of the portfolio so that the priorities can
be redefined appropriately for mobilization of resources.
Alignment of processes, people and technology are crucial, and portfolio
and program managers play a crucial role in bringing this together.
Ensure portfolio conformance to governance policies and processes.

32. Manage portfolio interactions with the governing body and sponsor
Assess, report, and escalate critical risks and issues to the governing body.
What the portfolio managers and program managers
are supposed to do?
Provide key stakeholders with timely assessment of portfolio component
selection, prioritization, and performance, as well as early identification of
portfolio-level issues and risks that are impacting performance.
Measure and monitor the portfolio value performance metrics and targets
Support senior-level and governing bodies' decision making by ensuring
timely and consistent communication to stakeholders on progress,
changes, and impact on portfolio components.
Manage portfolio interactions with the governing body and sponsor
Assess, report, and escalate critical risks and issues to the governing body.
What the portfolio managers and program managers
are supposed to do?
32
Provide key stakeholders with timely assessment of portfolio component
selection, prioritization, and performance, as well as early identification of
portfolio-level issues and risks that are impacting performance.
Measure and monitor the portfolio value performance metrics and targets
Support senior-level and governing bodies' decision making by ensuring
timely and consistent communication to stakeholders on progress,
changes, and impact on portfolio components.

33. Conclusion
This presentation outlines the high-level goals the Saudi Vision 2030
intends to achieve and discusses the importance of
portfolio/program/project management.
It outlines some essential information for project/program/portfolio
management professionals that can help them achieve this vision.
It also details the need for establishing a training and learning culture
in project/program/portfolio management spectrum in KSA to make
Vision 2030 a grand success.
With the right support and motivation, KSA Vision 2030 of a vibrant
society, a thriving economy and an ambitious nation are not far away.
Conclusion
This presentation outlines the high-level goals the Saudi Vision 2030
intends to achieve and discusses the importance of
portfolio/program/project management.
It outlines some essential information for project/program/portfolio
management professionals that can help them achieve this vision.
It also details the need for establishing a training and learning culture
in project/program/portfolio management spectrum in KSA to make
Vision 2030 a grand success.
With the right support and motivation, KSA Vision 2030 of a vibrant
society, a thriving economy and an ambitious nation are not far away.
33

34. PfMP® Bootcamp, Riyadh
7th - 9th February, 2020
PgMP® Bootcamp, Riyadh
4th - 6th February, 2020
Role of vCare in supporting Saudi Vision 2030
PfMP® Bootcamp, Riyadh
7th - 9th February, 2020
PgMP® Bootcamp, Riyadh
4th - 6th February, 2020
34
Role of vCare in supporting Saudi Vision 2030

36. vCare Project Management
Connect With Us
Phone Number
+1 6502830123
Email Address
dharam@vcareprojectmanagement.com
Website
www.vcareprojectmanagement.com
Contact
Dharam Singh, Founder & CEO
Headquarters
691 S Milpitas Blvd, Milpitas, CA, USA 95035
Connect With Our Mentor
vCare Project Management
Connect With Us
Phone Number
+1 6502830123
Email Address
dharam@vcareprojectmanagement.com
Website
www.vcareprojectmanagement.com
Contact
Dharam Singh, Founder & CEO
Headquarters
691 S Milpitas Blvd, Milpitas, CA, USA 95035
Connect With Our Mentor