Managing Project Portfolios
This course is coded LM, PR, P3, A.
The primary objective of this course is to enable participants to gain a thorough understanding of and appreciation for the discipline of Portfolio Management. Ill-defined and poorly-utilized in many organizations, Portfolio Management has struggled to become inculcated within the fabric of these cultures without direct intervention and sponsorship from the highest levels of Senior Management. Beginning with a decidedly strategic focus, the course brings together the very essence of Portfolio-Management--technically robust analytics--with the softer elements of communication and decision-making to enable portfolio value maximization. The impact of risk and uncertainty to the quantification of Project, Program, and Portfolio value is addressed through classic Decision Tree Analysis while the student is introduced to the practical elements of Project prioritization and Program & Portfolio optimization. Students will be expected to apply many of the principles taught in this course to their own organizations and to deliver class presentations that address Portfolio strategy, linkages between organizational initiatives, and Project prioritization. In preparation for final class presentations of their organizations' portfolio health, students will critique a targeted Harvard Business Review case study in Portfolio Strategy and Management. This course complements DYNM 605 - Managing Project Risk, Uncertainty & the Unexpected.