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PORTFOLIO MANAGEMENT SUMMIT (PFMS)

Friday, June 2, 2023 | 10:00 AM to 6:30 PM U.S. E.T



As the inaugural event, the theme of this summit is “Making Project Portfolio
Management Work: Current and Emerging Practices”.  The main focus will be on
sharing good practices, currently being implemented by portfolio management
professionals around the world.  In addition to gaining new insights, each of
the sessions will also provide practical tips and tools to aid in the
implementation of these concepts.

REGISTER TODAY

GET THE $99 VERY EARLY REGISTRATION BIRD TICKET NOW!

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ABOUT OUR FIRST PROJECT PORTFOLIO MANAGEMENT SUMMIT



Project portfolio management is emerging to become one of the most important
developments in project management field for three primary reasons: 1) To stay
competitive, organizations are striving to work on projects that are deeply
aligned with their strategies; 2) To better tackle big challenges such as risks,
resources, governance, and performance; 3) To improve investment performance and
achieve even higher results by “doing the right projects” that compliments with
“doing them the right way” (through program and project management).

But forums for project performance management are rare, and we know of many
project portfolio professionals seeking to find suitable gathers. This problem
is especially acute for those with the Portfolio Management Professional (PfMP)
certifications who needs to earn sufficient “Way of Working” or technical
Professional Development Units (PDUs) to maintain their certifications.

PMO Advisory, a PMI Authorized Training Partner and a leader in project
portfolio management, is organizing a virtual summit where portfolio
professionals of all levels can gather, learn, network, and explore the rich
field of project portfolio management.


MORE ABOUT THE EVENT:



Portfolio management has played a central role in strategic execution since the
development of business strategy in the 1960’s.  Organizations recognizes the
importance of portfolio planning, not only to align strategies and develop
robust scenarios for various situations, but also to ensure organizations can
effectively tackle risks, resources, governance challenges, and other grand
issues.   More recently, project portfolio management is starting to take center
stage as organizations strives to compete successfully by “doing the right
things”, “doing more with less”, and “doing them well”.   In 2012, recognizing
the growing importance of project portfolio management, PMI introduced a new
certification, Portfolio Management Professional (or PfMP) credential that raise
the bar of the entire project management discipline.  Portfolio management serve
not only as a bridge between planning and execution, but it also serves as a
bridge between the “doers” and the “executive suites”.

Yet, even with this growing importance, there are few if any conferences
dedicated to this emerging discipline.




CONFERENCE AGENDA

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HOW CAN PMO ADVISORY PROVIDE VALUE IN THIS EVENT?



As a leader in project management, PMO Advisory has been offering portfolio
management training and consulting since 2013. We were one of the first, if not
the first, to offer PfMP training.  Our CEO, Dr. Te Wu, was the eighth in the
world to obtain that certification (and with attribution, he is likely now the
first in the US to attain and maintain this certification).  He has published or
contributed to a number of portfolio management publications, including serving
as a PMI core committing member that developed the Standard Portfolio Management
Fourth Edition, leading as one of the main editors for “Implementation Project
Portfolio Management” (a PMI publication), writing two additional books on the
PfMP Exam Preparation (The Sensible Guide to Passing the PfMP Exam and Making
Choices).

PMO Advisory is planning to organize a virtual summit for project portfolio
management professionals to achieve the following objectives:

 1. To promote learning and advancing project portfolio management through
    presentation by experts in the field
 2. To network with project portfolio management experts and practitioners
 3. To encourage and enable project portfolio management professionals to
    consider obtaining the PMI PfMP credential
 4. To earn “Way of Working” or technical PDUs (professional development units)
    for current PfMP credential holders

REGISTER NOW

WHO SHOULD ATTEND THIS CONFERENCE?

This conference is perfect for project management professionals who are
interested in the portfolio management.  Specifically:

 * Project management professionals who are interested to learn and expand their
   responsibilities with regards to project selection, prioritization, resource
   capability and capacity, strategic alignment, risk management, and
   governance.
 * Project portfolio management professionals of all levels, from those who
   wants to learn the art of possibilities and advance their career

WHY SHOULD YOU CONSIDER ATTENDING?

 1. Learn about good and practices in project portfolio management to further
    your knowledge.
 2. Develop and refine your career development plans to further your career,
    including obtaining the PfMP certification.
 3. Ask questions about Project Portfolio Management.
    * We plan to publish a Q&A page shortly after the summit.
 4. Network and socialize with project portfolio management experts.
    * You too can serve on the Expert Panel for Q&A (more information is in the
      Registration Form).
 5. Earn Professional Development Units (PDUs), especially the hard to find “Way
    of Working” PDUs for current PfMP credential holders.


PRICING &  REGISTRATION

 * When: Friday, June 2nd, 2023 @ 10 am – 6:30 pm US ET
 * Where: Live virtual, TBD
 * PDUs: Up to 8 PDUs (We will provide the claims code, and individuals can file
   their claim on www.pmi.org.

 All participants will earn a coupon equivalent of the fee paid and good for one
year. The coupon is valid for one year and can be applied to any one of the PMO
Advisory courses.

GET THE $99 VERY EARLY REGISTRATION BIRD TICKET NOW!

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RECORDED ACCESS ONLY

Pre-Registration is closed | Update: Starting March 1, 2023: this fee is for
recorded access only
$49
 * For those who paid on or before
 * March 1:
 * Virtual Conference Seat
 * Verifiable Certificate
 * E-book
 * Up to 7 PDUs
 * Recording
 *  For those who will purchase
 * this package from
 * March 1 onwards:
 * This will be a recorded access
 * only.


VERY EARLY BIRD

Limited to the next 50 People and registrations before Mar. 31, 2023
$99
 * Virtual Conference Seat
 * Verifiable Certificate
 * E-book
 * Up to 7 PDUs
 * Recording


EARLY BIRD SPECIAL

Registrations from Apr. 1, 2023 - Apr. 30, 2023
$199
 * Virtual Conference Seat
 * Verifiable Certificate
 * E-book
 * Up to 7 PDUs 
 * Recording


REGULAR

Registrations from May 1, 2023 before day of the event
$399
 * Virtual Conference Seat
 * Verifiable Certificate
 * E-book
 * Up to 7 PDUs 
 * Recording

For Companies: If you have more than 5 people from your team attending, please
email us at cert (at) pmoadvisory.com with details for a special quote.

REGISTER NOW


SPEAKERS AND TOPIC


STATE OF PORTFOLIO MANAGEMENT

Presenter: Te Wu, CEO & CPO of PMO Advisory


ABSTRACT:

Even though portfolio management as a discipline has been in existence nearly as
long as project management, project portfolio management is relatively new. 
Even though the exact date of its formation is unknown, it was clear by the
early 2000’s that there is a growing need to formally recognized this
discipline. PMI developed the Standard of Portfolio Management in 2006, followed
by more work such as Axelo’s Management of Portfolio in 2011.

Rather than “doing projects well”, portfolio management focuses on “doing the
right projects”. Because of the recency of development, there are many different
practices and variations. In short, the state of portfolio management is still
emerging. This presentation highlights the top five findings of a recent
portfolio management study that asks portfolio management professionals on how
portfolio management is actually being practiced. With over 150 respondents, we
believe the insights here will be invaluable to the participants.

DETAILED DESCRIPTION

Project portfolio management is a relatively new discipline under the broader
umbrella of project management. To date, comparatively little research has been
done in this field, but it is evident that the gap between research and practice
is growing.  Partly this is the nature of research, examining a narrow area of
inquiry to find relationships. But the practice of portfolio management is often
ambigous and complex.  To advance the field, we initiated an exploratory
empirical study to look at the landscape of project portfolio management in
practice in order to better shape our understanding. Around 150 project
portfolio management experts from various industries, regions, organization
sizes, and portfolio levels have responded to this research as of this writing.

 The research findings, which we will discuss in this session, show that project
portfolio management (PPM) is a remarkably complex and diversified practice,
reflecting a complex and varied terrain. The top 5 findings, which address
questions such as 1) Where do portfolios exist in organizations; 2) The degree
of portfolio managers’ accountability; 3) What are portfolio managers’ primary
goals? 4) Are there formal management procedures for portfolios? 5) What is the
current level of portfolio management maturity?

We believe responses to these and other questions provide invaluable insights. 
These findings enable portfolio management professionals to benchmark their own
management practices as they build and improves their portfolio management
practices.

 


LEARNING OBJECTIVES:

 * Understand how portfolio management are being practices in the industry.
 * Enable portfolio management professionals to compare and contract their
   practices with the findings in this study. 


KEY TAKEAWAYS:

 * Develop insights and improved understanding of portfolio management.
 * Start to improve their practice of portfolio management through benchmarking.


LEADING CHANGE IN A VUCA WORLD: EFFICIENTLY MANAGING PROJECT-BASED WORK AT THE
ENTERPRISE LEVEL

Presenter: Panos Chatzipanos, President, Green Athens S.A.


ABSTRACT:

This presentation will describe the VUCA (volatility, uncertainty, complexity,
and ambiguity) environment and how it affects change initiatives, aka
project-based work.  Throughout the presentation, the presenter will discuss
good practices and lessons learned derived from the five most important
disciplines of Project Portfolio Management. The five most important knowledge
disciplines, from the presenter’s long experience, have been:

 1. Portfolio Governance
 2. Continuous Alignment with Organizational Strategy
 3. How to Maximize Portfolio Throughput
 4. How to Optimize Portfolio Reliability
 5. How to navigate the Portfolio within the ubiquitous VUCA environment –
    Uncertainty and Risk.

DETAILED DESCRIPTION

In today’s VUCA environment, quite often so much is changing on so many fronts
that an effective way forward for project-based work may become a major unknown.
The context of many projects nowadays is “messy”. Senior management has to
understand that this is a characteristic of complex adaptive systems (CAS) and
that all change initiatives are in reality CAS. Additionally, practitioners need
to be aware and acknowledge that in many situations, human rationale is limited
and our capability to predict with certainty is largely a delusion.  

For most organizations today, the utilization of an agile portfolio management
toolkit, together with the establishment of a disciplined, standardized Project
Portfolio Management Framework, has been proven to be of paramount importance.
Implementing approaches to enable short feedback loops regarding portfolio
information, processes, and component activities, having portfolio components
‘failing fast’ under certain circumstances, and building-in resilience in the
portfolio, are all principal issues.

 If project portfolio management is viewed in its systems context, it contains a
set of sub-systems that make up the whole system. The effectiveness of the whole
system depends on the effectiveness of each of the supporting subsystems, as
well as how these subsystems interact with each other and are synergized into
the whole system.

 In this presentation, proven principles and practices of setting and navigating
these subsystems will be presented, namely the human, the resource, the
managerial framework, and the value delivery subsystems.  Both the challenges
that practitioners face due to our VUCA world environment and the principles of
project portfolio management that need to be encompassed by the above management
subsystems for the successful delivery of the envisioned portfolio value-add,
will be presented in brief.

 The discussion will briefly mention the Good Practices and Lessons Learned
derived from the five most important objectives of Project Portfolio Management.
The five most important objectives, from the presenter’s long experience, have
been:

 1. Sustainable and Effective Portfolio Governance.
    1. Building Structure, Developing Executive buy-in and Utilizing Verified
       and Timely Information.
    2. Governance Principles (Transparency, Responsibility, Accountability,
       Fairness)
    3. Portfolio Oversight: When the organizational context changes faster than
       the organization itself, prepare for a multitude of emergent problems and
       risks.
 2. Continuous Alignment with Organizational Strategy
    1. Start with and understand the WHY you do what you do
    2. Selecting the right portfolio components
    3. Alignment across the Portfolio, Program and Project Space
    4. Acting with yesterday’s logic and tools is the greatest danger in
       turbulent times.
 3. How to Maximize Portfolio Throughput
    1. Controlling portfolio performance
    2. Integrating Governance along the three levels (Portfolio, Program,
       Project).
    3. Embedding Benefits Realization Management in Organizations
    4. The Benefits / Value Life Cycle
 4. How to Optimize Portfolio Reliability
    1. Decision-Making
    2. Plan for Benefits Realization and Adding Value Consistently
    3. Assessing, Documenting, Reviewing, Deciding.
    4. Portfolio Team: Acquiring the necessary Skill Set – Using the appropriate
       Tools.
 5. How to navigate the Portfolio within the ubiquitous VUCA environment
    1. What is VUCA and its challenges?
    2. Which phenomena of VUCA do you experience most in your project-based work
       and particularly within your leadership?
    3. Change Management and Transformation (Change makes the system better,
       faster, cheaper…Transformation creates new systems)
    4. Managing uncertainty and risk at the portfolio level
    5. Portfolio Team Power Skills
    6. Systems Thinking
    7. Awareness of Cognitive Biases
    8. Developing the necessary Emotional Intelligence.


LEARNING OBJECTIVES:

The presentation will discuss principles and good practices for successfully
navigating enterprise project-based work in our VUCA environment by practicing a
disciplined, standardized Project Portfolio Management Framework.


KEY TAKEAWAYS:

How to navigate through a VUCA environment and effectively manage a Project
Portfolio – Lessons Learned from the trenches.

 




PIVOT WITH PURPOSE – INTRODUCING AGILE PORTFOLIO MANAGEMENT

Presenter: Gary Sikma, Eurasia Senior Field Coordinator (Portfolio Director),
Wycliffe USA/Global Partnerships


ABSTRACT:

Reflecting back to January 2020 with the Covid-19 just starting to appear on the
horizon, what were your corporate strategies and objectives? Whatever they were,
I can almost guarantee that just five month later, the original objectives
experienced significant changes and was possibly thrown out.

In a world faced with ever-changing variables, it is essential for executive
leadership and the rest of the organization to stay nimble and adapt to the
shifting environment while keeping an eye on the strategic direction.

DETAILED DESCRIPTION

This presentation aims to introduce the concept of Agile Portfolio Management,
its benefits, and how it can be implemented in our organization.

Agile Portfolio Management is a framework that enables organizations to manage
their portfolios in an agile way. It is a proactive approach that allows
organizations to adapt quickly to changing market conditions, customer needs,
and business priorities. This approach is particularly beneficial in dynamic
environments where traditional portfolio management practices are often
ineffective.

The presentation will cover the following topics:

 1. Introduction to Agile Portfolio Management
    1. Definition
    2. Key concepts and principles
 2. Benefits of Agile Portfolio Management
    1. Better alignment between business goals and investments
    2. Faster time to market
    3. Improved project visibility and transparency
    4. Greater flexibility and adaptability
    5. Enhanced collaboration and communication
 3. Risks of Agile Portfolio Management
    1. Lack of predictability
    2. Difficulty in managing dependencies
    3. Inadequate prioritization
    4. Potential for scope creep
    5. Lack of standardization
    6. Reduced visibility
 4. Agile Portfolio Management in practice
    1. The Agile Portfolio Management process
    2. Tools and techniques for implementing Agile Portfolio Management
    3. Success stories and case studies
 5. Next steps
    1. How to get started with Agile Portfolio Management
    2. Best practices and tips for implementing Agile Portfolio Management in
       our organization

The presentation will be interactive, with opportunities for questions and
discussions. Attendees will leave with a clear understanding of the benefits of
Agile Portfolio Management and how it can be applied in our organization.


LEARNING OBJECTIVES:

After the presentation, the participants will be able to clearly describe Agile
Portfolio Management from a high level including:

 * Definition
 * Benefits
 * Risks
 * Agile portfolio management in practice


KEY TAKEAWAYS:

While it is unlikely that participants will be able to create an agile
portfolio, with deeper research and communications with company leadership, they
will be able to begin the planning for a portfolio that leverages agility with
scalability.


SYNTHESIZING VARIOUS PORTFOLIO MANAGEMENT APPROACHES: SPM, LPM AND APM

Presenter: Ross Eagar, Associate Director, Enterprise Project Management Office,
ArcBest


ABSTRACT:

In today’s competitive business environment, modern organizations are under
intense pressure to digitalize, innovate, and produce results or OR become
irrelevant and risk being acquired or, worse, dissolved.  Portfolio management
ensures the right initiatives are being completed at the right time to maximize
value delivery, but understanding the different techniques, and when to use
them, can be challenging.  This session will outline each portfolio management
approach and demonstrate scenarios where each is most applicable.

DETAILED DESCRIPTION

A strong portfolio management practice is a key competency leading to business
success.  By aligning limited resources to focus on the most important
initiatives, companies can maximize value delivery and stakeholder return. 
However, each business entity is unique, and it is essential to choose the right
portfolio management approach based on the needs and maturity of the
organization.  At a minimum, the following factors should be considered when
deciding which method to implement: leadership approach, process maturity,
delivery methodology, and level of change rigidity.

The willingness of a company’s leadership team to relinquish control to
self-functioning teams can vary greatly, even among individual leaders within
the same organization.  A deep understanding of this dynamic is critical to
select a portfolio management approach.  Established companies with a more
command-and-control leadership style often elect a centralized portfolio
management approach.  Startups or companies in growth phases are typically more
open to portfolio decentralization.  Organizational culture plays a key part in
this decision.

The maturity level of implemented project and program management processes can
further impact the decision.  This includes the delivery methodologies being
utilized within the organization (i.e., Agile/Scrum, Kanban, Waterfall, SAFe®,
hybrid, etc.).  Furthermore, new processes are likely to encounter varying
levels of employee resistance, which must be assessed before implementation. 
Defining and executing a formal change management plan will foster acceptance. 
With that in mind, buy-in at the appropriate leadership level is crucial to
success.

During the presentation, we will discuss three common approaches to portfolio
management found in the industry:

 * Strategic Portfolio Management – The primary focus of SPM is to align the
   work that teams are performing with the strategic direction of the
   enterprise. This implies that the enterprise has established clear, strategic
   goals and priorities that are aligned down the full organizational stack.
 * Agile Portfolio Management – APM takes a more decentralized approach by
   empowering teams to rapidly build, test, and adjust solutions that ultimately
   deliver value to the organization. Guardrails are established to keep the
   teams within boundaries, but the control is not maintained as tightly at the
   enterprise level as is necessary for SPM.
 * Lean Portfolio Management – LPM was introduced by the Scaled Agile Framework
   (SAFe)® and incorporates elements of both Agile and Lean philosophies into
   portfolio management. It includes visualizing portfolio work via a Kanban
   board, establishing work-in-progress limits, setting up regular LPM events,
   and budgeting via team participation.

Participants should leave this session with a high-level understanding of the
options available for portfolio management and pragmatic insights on when to
select one over another. 


LEARNING OBJECTIVES:

Help to clarify some of the confusion in the industry about the different
approaches to Portfolio Management.


KEY TAKEAWAYS:

At a high-level, understand the key points of each approach as well as the pros
and cons of choosing one over another.

 

 




MULTIDIMENSIONAL PORTFOLIO MANAGEMENT – A DECISION SUPPORT SYSTEM

Presenter: John Driessnack, Thought Leader and Principle Investigator, Olde
Stone Consulting and University of Maryland


ABSTRACT:

The presentations explored how organizations can use a multidimensional
portfolio management approach to enhance performance management insights across
the organization’s projects, programs, and operations.  The concept of a
model-based programmatic (MSProg) structure is introduced.

DETAILED DESCRIPTION

This paper will discuss approaches for management across multidimensional
portfolios to expand and enhance performance management insights across complex
organizations with set of assets.  The presentation is based on University of
Maryland’s research on Department of Defense’s revamping of the agencies complex
decision support systems and portfolio structure for weapons, communications,
and other systems.  The presenter will discuss methods for developing a
model-based programmatic (MBProg) structure that allows for multidimensional
views and interfaces to Systems Engineering models, which are reviewed along
with potential for utilization of Artificial Intelligence (AI) and machine
learning (ML). The result is an improved analysis and thus decision-making
across multidimensional characteristics of the organizational decision support
systems.


LEARNING OBJECTIVES:

Understand that portfolio management should be used to help strategic decision
making beyond prioritization.  It can also be used for capacity and capability
planning, which should be linked to the organization’s strategy to maximize
value across its programs, projects, and operations.


KEY TAKEAWAYS:

 * Use portfolio management for more than prioritizing projects and programs.
 * Expand strategy of programmatic data at project level in a way it can be used
   for multiple dimensions of the organizations decision making.

REGISTER NOW


CANCELLATION POLICY

 * Cancellations made before 4/30/23 will receive a 100% refund.
 * Cancellations made between 5/1/23 and 5/15/23 will receive also 100% refund
   minus a processing fee of $50.
 * Request for cancellation after 5/15/23 will no longer be available.


BE THE FIRST TO KNOW!

Stay in the know to be one of the first people to hear the news about the first
Portfolio Management Summit by signing up for free to our exclusive mailing
list.

JOIN THE SUMMIT TODAY


MORE INFO

Newsletter or Ask Us Questions: Click HERE.

Policies (discounts, changes, cancellations): Visit POLICY page.

Address: PMO Advisory LLC, 41 Watchung Plaza, Montclair, NJ 07042 USA

Email: cert (at) pmoadvisory.com


ABOUT US

PMO Advisory is one of the most specialized project management training and
consulting firm. On training, we are a Project Management Institute Authorized
Training Provider (#4172), and we offer one of the most comprehensive variety of
project management courses, from portfolio to risk management. On consulting,
our specialties are establishing PMOs, leading project execution, and auditing
project environment. We also specialize in non-profit sector, blending a strong
sense of mission with strategic business execution.


TRADEMARKS

Project Management Institute, PMI, Project Management Professional, Project
Management Professional (PMP), PMP, Program Management Professional (PgMP),
PgMP, Portfolio Management Professional (PfMP), PfMP, PMI Risk Management
Professional (PMI-RMP), PMI-RMP, Certified Associate in Project Management
(CAPM), CAPM, PMI Scheduling Professional (PMI-SP), PMI-SP, PMI Professional in
Business Analysis (PMI-PBA), PMI-PBA, PMBOK, the PMI Talent Triangle and its
Logo, and the PMI ATP Logo are registered marks of the Project Management
Institute, Inc.


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