Portfolio Management and the PMO –
One Framework, some Theory, and lots of Practice for the PMO

Portfolio Management and the PMO is a 2-day course.

Available in-house

Course Overview

The class is designed to enable senior members of the PMO community to understand what good enterprise-wide portfolio management looks like and what the role and contributions of a PMO should be.

Enterprise-wide Portfolio Management is still a relatively young senior management discipline and therefore not always fully understood – existing frameworks and maturity models usually do not provide a holistic approach and practical guidance at the same time. This class shows not only what good Enterprise-wide Portfolio Management looks like but also how the PMO becomes a key enabler and participant during the design, set-up and running of Enterprise-wide Portfolio Management

Course Content

Understanding what good Enterprise-wide Portfolio Management looks like includes the following modules:

  • Strategy and Leadership
  • Corporate Culture
  • Governance Arrangements
  • Reporting
  • Supporting Functions
  • Processes and Tooling
  • The Reality – what is getting in the way of good Enterprise-wide Portfolio Management

Learning Objectives

Throughout the course, delegates will:

  • understand the basic concepts that underpin Enterprise-wide Portfolio Management and the various maturity considerations;
  • hear about best practice;
  • see some real-life examples, and;
  • understand the role the PMO can and should play

Following the course, delegates will be able to:

  • assess the Enterprise-wide Portfolio Management maturity of their own organisation;
  • provide recommendations for improvements;
  • understand the challenges for/realities of Enterprise-wide Portfolio Management.

 

Meet Your Trainer

Holger Heuss is an expert interim manager, advisor and leader on governance and portfolio/change management, PMO, IT Operating Models, and IT4IT with exceptional track record of leading, designing, delivering and assuring large and challenging programmes around business and IT digital transformation, organisational design, portfolio management, IT management, IT finance management and transformation, regulatory, compliance and business and IT process improvement, mainly in financial services; he operates at senior management and executive board levels, with the ability to gain the confidence of stakeholders, influence decisions and deliver results; he manages multiple assignments and leads multi-cultural teams in cross-border and post-merger integration scenarios; he provides leadership and practical insight at various conferences and events about all aspects of portfolio/change management and the different variants of PMOs.