Practical Project Portfolio Management

Learn how project portfolio management selects high-value ideas and matches project throughput to the pipeline, while aligning scoping, estimation, planning, monitoring, and control with solid project management.

Discover the three pillars of project portfolio management: maximize value, build a balanced portfolio, and ensure strategic alignment with business goals through scoring models that weigh value, feasibility, and risk.

Without project portfolio management, organizations pile up projects, spread resources thin, and suffer quality issues, delaying time to market due to poor go/kill decisions and weak strategic alignment.

Explore the project portfolio management process from business case through governance and funding. Compare purely financial methods like NPV and IRR, plus scoring models and the halo effect.

Explore industry scoring models for project portfolio management, comparing strategy alignment, market attractiveness, competitive advantage, and financial rewards, with emphasis on measurability, independence of criteria, and practical scoring for prioritization.

Develop scoring models by limiting variables to four to six, guiding executive brainstorming with a Delphi approach, avoiding weights, and focusing on strategic fit, market attractiveness, and technical feasibility.

The lecture on measurability explains how scoring models enforce criteria across strategic fit, competitive advantage, market share, and time to break even, and introduces the joker concept for must-do projects.

Explore the 3M risk-reward bubble diagram where npv and probability of success map project outcomes, with bubble size and shape signaling estimation uncertainty to guide resource allocation and project decisions.

Link portfolio and strategy by detailing top down, bottom up, and hybrid approaches, with case studies from Aswan Dam and pharmaceutical company to show how projects align with strategic goals.

Explore how top-down and bottom-up portfolio management approaches guide project selection through strategic buckets, product roadmaps, and scoring models, aligning resources with strategic goals.

Explain top-down and bottom-up approaches to strategic alignment in project portfolio management, detailing bucket-based resource allocation, a company-wide proposal process, scoring, and the combined approach to balance strengths.

Explore how project portfolio management prioritizes work with balance, strategic alignment, and scoring models, illustrated by a British Navy age of sail case on monitoring and reporting.

Explore how leaders deploy formal project portfolio management to boost company performance, showing top performers use governance councils and scoring models aligned with strategy.

Explore the three buckets model—depositories, growth or enhancement, and transformation projects—and balance internal and external costs while confronting optimism bias with external estimates.

Prioritize projects by scoring, rank them by score, and allocate resources within a budget; then assign projects to strategic buckets—breakthrough, enhancement, and maintenance—and prune the rest.