It's not enough to just manage your projects well. It's critical that they be managed effectively within a Strategic Project Portfolio - a living, breathing program of projects that changes quickly and effectively in response to changes in your environment.
Strategic portfolio management demands:
Active engagement of the executives who will be directly and visibly responsible for the composition of the portfolio
An explicit 'line of sight' between all the projects in the portfolio and the strategic intent of the hosting organization
An ability to make tradeoffs between projects and their priorities
An ability to clearly communicate how the portfolio is put together, and how it is managed on an ongoing basis
In this workshop you will learn how to align projects within a strategic framework, how to create and manage an evergreen portfolio - the process of selecting and reselecting projects, how to handle environmental changes and how to make tradeoffs intelligently: what goes off the list when something else has to come on? And finally, how to recognize and manage project interdependencies within a portfolio.
Learning Objectives:
- How to align projects within a strategic framework
- How to create and manage an evergreen portfolio
- The process of selecting and reselecting projects
- How to handle environmental changes and how to make tradeoffs within a portfolio intelligently
- Deciding what goes off the list when something else has to come on
- How to recognize and manage project interdependencies within a portfolio
Skill Level: Advanced |
Ken Hanley, BA, M. Eng Project Management
Director, Strategy and Planning
KTH Program and Project Management Inc.
Ken Hanley specializes in program and project management. He has worked for a number of major corporations including Eastman Kodak, Gulf Canada Resources, and PanCanadian Petroleum. He has led a project management practice area for one of the major international consulting firms, and currently has an international roster of clients ranging from North America to Europe and New Zealand.
Ken has extensive experience in information systems strategy and deployment, business process re-engineering, capital projects planning, and in the effective planning and execution of major projects in a number of industry areas ranging from technology to oil and gas, to mining and health care. He has also worked national, state, and provincial governments, and with educational institutions.
Ken's specialties are project and portfolio planning, alignment, and risk reduction. He has also had considerable success in project intervention for troubled projects, and working with and mentoring project managers on difficult projects in a number of industries. He has a Bachelors degree in English with a minor in Management, and a Masters degree in Engineering, specializing in Project Management, both from the University of Calgary, and lectures on program and project management in a number of Graduate programs throughout North America. He writes and speaks frequently on the subjects of information technology, management, and project management, and is working on his first book: "Guerrilla Project Management". Ken was nominated for the PMI Southern Alberta Chapter Distinguished Contribution award in 2005.
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