Portfolio Management Fundamentals training conveys the instruments and techniques to help you screen the portfolio and task sources to upgrade the portfolio management execution in your enterprise.
Portfolio Management Fundamentals training offers a methodical technique to producing and management of a venture portfolio.
TONEX Training Format
Portfolio Management Fundamentals training is consolidated of hypothesis and hands-on modules.
Hypothesis and ideas are conveyed through intelligent talks and introductions
Down to earth exercises are given through hands-on workshops, classes, and gathering exercises
Audience
Portfolio Management Fundamentals training is a 3-day course intended for:
Program administrators
Item administrators
Portfolio administrators
Senior officials responsible for enterprise arrangements/Managers responsible for creating authoritative approaches or for offering key suggestions
Training Objectives
Upon the culmination of Portfolio Management Fundamentals training, participants can:
Recognize portfolio management from other management types
Interface ventures to corporate key objectives
Portray what is remembered for venture prioritization in huge, complex enterprises
Determine and utilize a model of venture prioritization to coordinate
Encourage the portfolio management methodology
Consider portfolio management viability
Assess the benefits of portfolio management
Dissect the job of venture portfolio management in the authoritative accomplishments
Build up an example for deciding and utilizing choice prerequisites
Clarify and expound the bases of vital resourcing
Course Outline
Review of Portfolio Management
Components of Portfolio Management
Beginning on the Project Portfolio Management
Dealing with the Project Portfolio
Dynamic Portfolio Management Fundamentals
Anticipated Revenues and Assessment
Dynamic Portfolio Management Performance
Learn more.
Portfolio management training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
Show me the value: Enabling BCM Program Success through Lean thinkingMilen Kutev
What Lean means for BCM/ERM/GRC program managers or why you need to focus on delivering capabilities and realizing benefits instead of creating useless artifacts and managing deadlines.
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
Portfolio Management Fundamentals training conveys the instruments and techniques to help you screen the portfolio and task sources to upgrade the portfolio management execution in your enterprise.
Portfolio Management Fundamentals training offers a methodical technique to producing and management of a venture portfolio.
TONEX Training Format
Portfolio Management Fundamentals training is consolidated of hypothesis and hands-on modules.
Hypothesis and ideas are conveyed through intelligent talks and introductions
Down to earth exercises are given through hands-on workshops, classes, and gathering exercises
Audience
Portfolio Management Fundamentals training is a 3-day course intended for:
Program administrators
Item administrators
Portfolio administrators
Senior officials responsible for enterprise arrangements/Managers responsible for creating authoritative approaches or for offering key suggestions
Training Objectives
Upon the culmination of Portfolio Management Fundamentals training, participants can:
Recognize portfolio management from other management types
Interface ventures to corporate key objectives
Portray what is remembered for venture prioritization in huge, complex enterprises
Determine and utilize a model of venture prioritization to coordinate
Encourage the portfolio management methodology
Consider portfolio management viability
Assess the benefits of portfolio management
Dissect the job of venture portfolio management in the authoritative accomplishments
Build up an example for deciding and utilizing choice prerequisites
Clarify and expound the bases of vital resourcing
Course Outline
Review of Portfolio Management
Components of Portfolio Management
Beginning on the Project Portfolio Management
Dealing with the Project Portfolio
Dynamic Portfolio Management Fundamentals
Anticipated Revenues and Assessment
Dynamic Portfolio Management Performance
Learn more.
Portfolio management training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
Show me the value: Enabling BCM Program Success through Lean thinkingMilen Kutev
What Lean means for BCM/ERM/GRC program managers or why you need to focus on delivering capabilities and realizing benefits instead of creating useless artifacts and managing deadlines.
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
Keynote UQAM 26 november 2013 Program ManagementMichel Thiry
Keynote delivered by Michel Thiry, PhD, PMI Fellow, Adjunct Professor University of Technology Sydney, to a group of senior managers and post graduate students at the Université du Québec à Montréal on 26 November 2013.
Organizations worldwide spend/invest millions of dollars on activities/projects/programs to achieve short to long terms Vision/Goals. However often there is a lack of common understanding desired benefits and organization don’t have a concrete plan to quantify benefits achieved. These results in organization not having a correct view on ROI once the projects are completed. Global competition and ever evolving disruptive technologies has forced organization to have more disciplined approach towards benefits realization for every $ spent. Benefit realization management (BRM) is a discipline that help organization focus on overall benefits achieved and further enhance the value chain through continuous feedback mechanism.
"Interfaces Between Strategic Manaement of an Enterprise and Managing Project Portfolios Within th Enterprise," Istanbul keynote slides, April 1, 2010
New developments in program managementMichel Thiry
Since the first edition of my book "Program Management" was published 6 years ago, program management has evolved both as a distinct discipline and as an organisational capability as described in the second edition of the book. As a discipline it has reached a point where, today, the main program management standards and writers agree that it is meant to deal with complex and turbulent situations and to deliver benefits, not products. It is also becoming more of an organisational capability and practice focuses more and more on its integration within the business, from strategy formulation to sustainability of benefits.
All these developments could be encapsulated in the maturing of the program culture. In this paper, I will examine five aspects of this cultural evolution:
1. The rise of agility and its effect on program management
2. The alignment of the main program management standards
3. The integration of program management in the organisation
4. The distinction between projects and programs
5. The management of change as a key aspect of program management
A business case is an argument, usually documented, that is intended to convince a decision maker to approve some kind of action. The document itself is sometimes referred to as a business case.
As with all strategic investments, the development of human capital must produce returns that meet or exceed financial and organizational objectives. Too often, training and organizational development initiatives are evaluated based upon classroom-oriented metrics like number of attendees, pass rates and certifications. While important, executive-level stakeholders find it difficult to use metrics like this to discern the true strategic impact of these initiatives on overall business objectives. A better way to measure success is to take a business-objective approach through the strategic alignment of an organization’s goals with a comprehensive training and development curriculum that advances organizational performance and individual accountability. Using the U.S. Department of Veterans Affairs as a model, learn how taking a business-objective approach to training and development translates into successful execution. This workshop will feature practical, actionable tactics for ensuring that your staff is accountable and ready to advance strategies and priorities after the classroom work is completed.
Richard Garrison, Vice Chancellor, VA Acquisition Academy
Brian Green, Manager, Enterprise Solutions, U.S. Federal Government, Learning Tree International
Keynote UQAM 26 november 2013 Program ManagementMichel Thiry
Keynote delivered by Michel Thiry, PhD, PMI Fellow, Adjunct Professor University of Technology Sydney, to a group of senior managers and post graduate students at the Université du Québec à Montréal on 26 November 2013.
Organizations worldwide spend/invest millions of dollars on activities/projects/programs to achieve short to long terms Vision/Goals. However often there is a lack of common understanding desired benefits and organization don’t have a concrete plan to quantify benefits achieved. These results in organization not having a correct view on ROI once the projects are completed. Global competition and ever evolving disruptive technologies has forced organization to have more disciplined approach towards benefits realization for every $ spent. Benefit realization management (BRM) is a discipline that help organization focus on overall benefits achieved and further enhance the value chain through continuous feedback mechanism.
"Interfaces Between Strategic Manaement of an Enterprise and Managing Project Portfolios Within th Enterprise," Istanbul keynote slides, April 1, 2010
New developments in program managementMichel Thiry
Since the first edition of my book "Program Management" was published 6 years ago, program management has evolved both as a distinct discipline and as an organisational capability as described in the second edition of the book. As a discipline it has reached a point where, today, the main program management standards and writers agree that it is meant to deal with complex and turbulent situations and to deliver benefits, not products. It is also becoming more of an organisational capability and practice focuses more and more on its integration within the business, from strategy formulation to sustainability of benefits.
All these developments could be encapsulated in the maturing of the program culture. In this paper, I will examine five aspects of this cultural evolution:
1. The rise of agility and its effect on program management
2. The alignment of the main program management standards
3. The integration of program management in the organisation
4. The distinction between projects and programs
5. The management of change as a key aspect of program management
A business case is an argument, usually documented, that is intended to convince a decision maker to approve some kind of action. The document itself is sometimes referred to as a business case.
As with all strategic investments, the development of human capital must produce returns that meet or exceed financial and organizational objectives. Too often, training and organizational development initiatives are evaluated based upon classroom-oriented metrics like number of attendees, pass rates and certifications. While important, executive-level stakeholders find it difficult to use metrics like this to discern the true strategic impact of these initiatives on overall business objectives. A better way to measure success is to take a business-objective approach through the strategic alignment of an organization’s goals with a comprehensive training and development curriculum that advances organizational performance and individual accountability. Using the U.S. Department of Veterans Affairs as a model, learn how taking a business-objective approach to training and development translates into successful execution. This workshop will feature practical, actionable tactics for ensuring that your staff is accountable and ready to advance strategies and priorities after the classroom work is completed.
Richard Garrison, Vice Chancellor, VA Acquisition Academy
Brian Green, Manager, Enterprise Solutions, U.S. Federal Government, Learning Tree International
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Effective Talent Management Strategy: Defining Priorities and RoadmapsWowledge
Practice 3 of an Effective Talent Management Strategy illustrates how to define priorities and a talent management programs’ roadmap to achieve an upgraded state.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Narrated copy of "Project Portfolio Selection" presentation made to the PMI Symposium 2008 in Ottawa. Puts forward a scoring model for selecting projects which are best aligned against organizational strategies and goals.
Can be downloaded and listened to.
Key elements of it portfolio management Dipak PimpaleDipak Pimpale
An IT portfolio rationalises and organises IT applications to meet specific business purposes. By identifying the best combination of multiple applications and projects, you can enable and optimize business processes and accelerate decision making on an executive level. The analysis of current and future applications in the organization identifies gaps and shortcomings to improve the IT portfolio. This greater visibility to projects creates a single source for each IT portfolio, including potential investment.
Goal-Driven
IT portfolio management is driven by clear visibility of demands. Portfolio management can improve performance through effective use of resources, funding, assets and processes to maximise business value. You can manage budgets and prioritize projects based on an overall budget. Much like a traditional stock portfolio, it requires a risk to reward analysis. Adopt a management system that allows you to alter or cancel projects that provide a lower ROI.
IT portfolio management emphasises a strategic focus on goals such as revenue growth, cost reduction, and business continuity, rather than operational objectives. It requires input from across the organization, from finance managers to IT managers. The goal is to maximize value through selection, optimization and monitoring.