Project Portfolio Management Training

2 days


This seminar, aligned with the Project Management Institute's Practice Standard for Portfolio Management, begins by explaining the appropriate relationship between projects, programs, portfolios, and organizational goals, and then focuses on the full portfolio lifecycle, from portfolio definition to portfolio control. Seminar attendees will discuss how organizational strategy does (or doesn't) guide portfolio management, as well as how to select the “ideal” project to include in a portfolio – and who makes such decisions. Using several case studies, attendees will also participate in multiple interactive exercises to design a high-level organizational strategy, portfolio blueprint, select portfolio projects, and develop a portfolio implementation plan.


This course is appropriate for employees familiar with basic project management concepts who seek to understand the value of managing projects within portfolios, better align their projects to organizational goals, and make best use of resources across the organization.

Skills Gained

At the end of this seminar, each participant will be able to:

  • Define and distinguish between “project”, “program”, and “portfolio”.
  • Explain the relationship between project portfolios and organizational strategy.
  • Evaluate current project and portfolio performance.
  • Explain how to create and select projects for a portfolio.
  • Explain how to support a portfolio within the organization.
  • Write a portfolio implementation plan.
  • What Is…? (Portfolio Management Definitions and Concepts)
  • Linking Portfolios and Organizational Goals
  • Defining the Portfolio
  • Aligning the Portfolio
  • Implementing the Portfolio
  • Controlling the Portfolio


There are no prerequisites for this course.

14 PDUs

2 days

Course Outline

Outline of Project Portfolio Management Training 1. Introduction

  • Session Overview
  • Personal Introductions

2. What Is?... (Portfolio Management Definitions and Concepts)

  • Defining “Mission”, “Strategy”, and “Portfolios”
  • What's More Important: Managing Supply or Managing Demand?
  • Relating Projects, Programs, Portfolios, and Project Management Offices (PMOs)
  • Setting and Achieving Project Goals: Project Cost versus Project “Throughput”

3. Linking Portfolios and Organizational Goals

  • High-Level Strategic Planning and Organizational Goals
  • Analyzing Strengths, Weaknesses, Opportunities and Threats (SWOT)
  • From Organizational Strategy to Portfolio Guidance
  • Case Study Exercise: Creating a Organizational Strategy

4. Defining the Portfolio

  • Do We Need a Portfolio?
  • Mapping Current Projects to Strategy
  • Who Defines the Portfolio?
  • Portfolio Frameworks
  • Case Study Exercise: Creating a Portfolio Strategic Plan

5. Aligning the Portfolio

  • What's the “Ideal” Project Look Like?
  • Project Portfolio Selection Criteria and Models
  • Accounting for Project and Organizational Risk
  • Case Study Exercise: Project Portfolio Selection

6. Implementing the Portfolio

  • Supporting the Portfolio in the Organization
  • Project Management Office (PMO) Portfolio Support
  • An Eight-Level Project Management Office (PMO) Maturity Model
  • Case Study Exercise: PMO Portfolio Support

7. Controlling the Portfolio

  • Putting Portfolio Management – and Measurement – in Place
  • The “Best” Portfolio Metrics
  • Case Study Exercise: Writing a Portfolio Implementation Plan

8. Seminar Wrapup and References

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Thinking about Onsite?

If you need training for 3 or more people, you should ask us about onsite training. Putting aside the obvious location benefit, content can be customised to better meet your business objectives and more can be covered than in a public classroom. It's a cost effective option.

Submit an enquiry from any page on this site, and let us know you are interested in the requirements box, or simply mention it when we contact you.

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