15 Topics
10 Days
Programme Overview
Training Description
Who Should Attend
This course is ideal for;
1. Project Managers
2. Program Managers
3. Portfolio Managers
4. Business Leaders
5. Consultants
6. IT Directors
7. Senior Managers
8. Strategic Planners
9. Change Management Specialists
10. Individuals aspiring to a strategic leadership role
Session Objectives
- Differentiate between project, program, and portfolio management
- Align projects and programs with organizational strategy
- Select and prioritize projects based on strategic value
- Develop and manage a portfolio of interconnected projects
- Master benefits realization and value delivery
- Implement robust governance and oversight frameworks
- Understand the role of change management in strategic initiatives+
- Effectively communicate strategy to project teams and stakeholders
- Mitigate risks and dependencies across a program
- Measure the strategic impact of projects and programs
About the Course
In a competitive business landscape, the ability to execute strategy is a critical differentiator. This "Architecting Success: Strategic Project and Program Management Training Course" is a comprehensive program designed to bridge the gap between high-level business strategy and on-the-ground project execution. It moves beyond tactical project management to focus on the art of program management, enabling you to align a portfolio of projects with organizational goals. This training empowers you to think and act as a strategic leader, ensuring that every project you manage contributes directly to your company's long-term vision and success.
This 10-day intensive course provides a strategic toolkit for professionals seeking to manage complex initiatives. You will learn how to select, prioritize, and manage projects that deliver maximum value, while effectively mitigating risks and managing a diverse group of stakeholders. The curriculum covers key topics such as benefits realization, change management, and governance frameworks, providing you with the skills to not only deliver projects on time and on budget but also to ensure they produce tangible, strategic outcomes. By the end of this course, you will be equipped to lead a portfolio of projects that drive organizational growth and innovation
Curriculum & Topics
15 Topics | 10 Days
-
Subtopic 1.1:
Defining project, program, and portfolio management
-
Subtopic 1.2:
The link between organizational strategy and project execution
-
Subtopic 1.3:
The role of a program manager as a strategic leader
-
Subtopic 1.4:
Key differences in mindset for each level of management
-
Subtopic 1.5:
Case studies in strategic alignment
-
Subtopic 2.1:
Techniques for translating strategy into projects
-
Subtopic 2.2:
Using a strategic lens to evaluate new project requests
-
Subtopic 2.3:
Tools for project prioritization and selection
-
Subtopic 2.4:
The importance of a strategic portfolio backlog
-
Subtopic 2.5:
Aligning resources with strategic priorities
-
Subtopic 3.1:
Defining and tracking project and program benefits
-
Subtopic 3.2:
Creating a benefits realization plan
-
Subtopic 3.3:
Differentiating between tangible and intangible benefits
-
Subtopic 3.4:
Ensuring benefits are realized after project completion
-
Subtopic 3.5:
The role of a benefits owner
-
Subtopic 4.1:
Establishing a strong governance structure
-
Subtopic 4.2:
The role of the program management office (PMO)
-
Subtopic 4.3:
Decision-making authority and escalation paths
-
Subtopic 4.4:
Reporting and communication frameworks
-
Subtopic 4.5:
Ensuring transparency and accountability
-
Subtopic 5.1:
Strategic budgeting for programs
-
Subtopic 5.2:
Measuring and reporting return on investment (ROI)
-
Subtopic 5.3:
Financial forecasting and budget control
-
Subtopic 5.4:
Maximizing value with limited resources
-
Subtopic 5.5:
The importance of a business case
-
Subtopic 6.1:
Identifying and analyzing strategic stakeholders
-
Subtopic 6.2:
Communicating the program vision and value proposition
-
Subtopic 6.3:
Managing conflicting stakeholder interests
-
Subtopic 6.4:
Building relationships with executive sponsors
-
Subtopic 6.5:
The importance of a multi-tiered communication plan
-
Subtopic 7.1:
Identifying and assessing strategic risks
-
Subtopic 7.2:
Developing a program-level risk management plan
-
Subtopic 7.3:
Managing dependencies and risks across multiple projects
-
Subtopic 7.4:
The role of risk mitigation strategies
-
Subtopic 7.5:
Crisis management and business continuity planning
-
Subtopic 8.1:
The program manager as a change agent
-
Subtopic 8.2:
Understanding the human side of change
-
Subtopic 8.3:
Developing a change management plan
-
Subtopic 8.4:
Communicating the need for change
-
Subtopic 8.5:
Overcoming resistance to change
-
Subtopic 9.1:
Creating a high-level program roadmap
-
Subtopic 9.2:
Integrating project schedules into a master plan
-
Subtopic 9.3:
Managing program timelines and milestones
-
Subtopic 9.4:
The role of a program schedule in communicating progress
-
Subtopic 9.5:
Adapting to shifts in strategic priorities
-
Subtopic 10.1:
Building and leading a high-performing program team
-
Subtopic 10.2:
The importance of emotional intelligence and influence
-
Subtopic 10.3:
Mentoring project managers and team members
-
Subtopic 10.4:
Fostering a culture of strategic thinking
-
Subtopic 10.5:
Recognizing and rewarding strategic contributions
-
Subtopic 11.1:
Defining key performance indicators (KPIs) at the program level
-
Subtopic 11.2:
Using metrics to measure strategic progress
-
Subtopic 11.3:
Dashboard and reporting best practices
-
Subtopic 11.4:
Conducting program reviews and audits
-
Subtopic 11.5:
The importance of continuous improvement
-
Subtopic 12.1:
Strategic sourcing and vendor selection
-
Subtopic 12.2:
Negotiating and managing complex contracts
-
Subtopic 12.3:
Building and maintaining strategic partnerships
-
Subtopic 12.4:
The role of a vendor in achieving program objectives
-
Subtopic 12.5:
Mitigating risks associated with third-party providers
-
Subtopic 13.1:
The application of Agile principles at the program level
-
Subtopic 13.2:
Scaling Agile for enterprise-wide initiatives
-
Subtopic 13.3:
Combining Agile and traditional methodologies
-
Subtopic 13.4:
The role of a Program Increment (PI)
-
Subtopic 13.5:
Managing a hybrid portfolio of projects
-
Subtopic 14.1:
Leveraging project and portfolio management software
-
Subtopic 14.2:
Using data analytics for strategic decision-making
-
Subtopic 14.3:
The role of AI and machine learning in program management
-
Subtopic 14.4:
Ensuring data security and integrity
-
Subtopic 14.5:
Evaluating and selecting the right technology stack
-
Subtopic 15.1:
The program manager's role in corporate governance
-
Subtopic 15.2:
Ensuring compliance with legal and regulatory requirements
-
Subtopic 15.3:
Ethical decision-making in project and program management
-
Subtopic 15.4:
The importance of transparency and accountability
