Course H: Managing Corporat Project Portfolios



By developing and implementing a LEAN project portfolio management and governance model

Go to:

Course Vision
In large organisations hundreds of projects are sometimes carried out simultaneously. Often there is a need to take stock of all current projects and map out how much of the capacity is occupied by the project activities and how well your project portfolio is supporting the strategic objectives. This can require a new project and portfolio governance model.

This course will give you methods and tools to develop and run Project Portfolio Management (PPM) applying principles of LEAN, to help you to invest in the right projects to support the strategy of your organisation. It will support you in implementing or running PPM processes in the role of an executive (member of portfolio management board), Portfolio Manager, director of PMO or programme/project director.

Training methods
We will alternate between plenary sessions with trainer input and selected real-life cases presented by trainers, guest speakers and participants. Group sessions will develop real solutions and procedures for Portfolio Management.

Training objectives
As a participant you will learn to:

  1. Understand the maturity model of PPM and set your own objectives
    Estimate the value of projects and the need for PPM efforts.
    Determine the prerequisites for a functioning PPM system.
    Know the PPM Maturity model and recognize your own development needs.
    And have tools to promote PM Culture change in your own organisation.
  2. Develop a Project Management model that supports an effective and LEAN PPM
    The importance of decision points (gate model) and the decision points needed from the PPM point of view.
    The minimum management effort and quality level needed for single project management.
  3. Develop the LEAN PPM model and supporting methodologies
    Prerequisites for prioritizing projects.
    Estimating the resources needed to implement the selected projects
    Reporting system needed and recommended.
  4. Describe and measure the business benefits and the value of project portfolio
    Present status information in a way that is needed from the PPM point of view.
    Use different methodologies to compare projects.
    Manage your portfolio performance.
  5. Build PPM Processes as a part of corporate governance model
    The role and way of working of a PPM Board, PMO and Portfolio Managers.
    How to support the PPM process by IT systems.
  6. Develop a Project and Portfolio Governance model
    Including the decision making authorities and structure of portfolios.

↑ Go to top


Matti Haukka

Partner and Senior Consultant
Project Institute Finland ltd.


Gerard Geurtjens

Project Director new Pier & Terminal, Capital Programme
Amsterdam Airport Schiphol
The Netherlands

Suggested literature

Suggested articles