Identify and quantify the risks to agile portfolio governance and assign owners.
Agile Portfolio Governance in Large Companies
A practical programme in agile portfolio governance for professionals who are accountable for results, not just awareness.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Scope on agile portfolio governance expands through small agreements made in isolation. The estimate for the project and portfolio delivery capability that nobody challenged is usually the one that fails. It is written for people who have to make this strand of project and portfolio delivery work with the resources they already have. It treats agile portfolio governance as an operating discipline and equips participants to run it as one. Field experience suggests that the barrier to better this part of project and portfolio delivery is rarely technical. They gain the ability to sequence improvements to this strand of project and portfolio delivery in an order their organisation can absorb. Cases are chosen to expose the trade-offs in agile portfolio governance rather than to illustrate ideal conditions. What blocks progress on the project and portfolio delivery capability is usually unclear ownership rather than unclear intent. Participants leave with a first-ninety-days plan for this area of project and portfolio delivery rather than a set of notes.
Expected Learning Outcomes
Estimate cost and effort for agile portfolio governance using more than one method.
Draw practical lessons from failures in agile portfolio governance without assigning blame that suppresses reporting.
Verify that improvements to agile portfolio governance have held six months after they were introduced.
Communicate the purpose of agile portfolio governance to those who have to comply with it.
Manage dependencies between agile portfolio governance and other initiatives.
Manage contracts and suppliers delivering parts of agile portfolio governance.
Who Should Attend
Cost engineers and project controls staff on agile portfolio governance.
Project management office staff assuring agile portfolio governance.
Quality staff verifying that agile portfolio governance performs as designed.
Coordinators responsible for keeping records and documentation of agile portfolio governance current.
Programme and portfolio managers overseeing agile portfolio governance.
Contract and procurement staff supporting agile portfolio governance.
Course Modules
Agile portfolio governance: procurement, contracts and suppliers
2 sessions · 8 pointsSession 1Closing agile portfolio governance and capturing what was learned
- Check that records of agile portfolio governance answer the questions likely to be asked.
- Archive the decision record for agile portfolio governance so successors understand it.
- Build reporting on agile portfolio governance that surfaces problems while they are small.
- Build the competence framework that supports agile portfolio governance.
Session 2Managing suppliers delivering part of agile portfolio governance
- Measure progress on agile portfolio governance by value earned, not tasks ticked.
- Hold a lessons session on agile portfolio governance while memory is accurate.
- Map stakeholders of agile portfolio governance by influence and current level of support.
- Review at each gate whether agile portfolio governance should continue at all.
Agile portfolio governance: handover, benefits and lessons
2 sessions · 8 pointsSession 1Pricing every change to agile portfolio governance
- Set the change control process for agile portfolio governance and require cost and time impact.
- Agree the escalation threshold for agile portfolio governance in advance.
- Set escalation thresholds for agile portfolio governance that work out of hours.
- Close out actions on agile portfolio governance rather than leaving them open indefinitely.
Session 2The risks to agile portfolio governance nobody wants to raise
- Register the risks to agile portfolio governance with owner, probability and impact.
- Compare the cost of agile portfolio governance with the cost of its absence.
- Define the decision gates for agile portfolio governance and what evidence each requires.
- Plan handover of agile portfolio governance to the team that will operate it.
Agile portfolio governance: scope definition and exclusions
2 sessions · 8 pointsSession 1Recovering agile portfolio governance when it is behind
- Prepare the recovery plan for agile portfolio governance before it is needed.
- Record the rationale for each significant choice made about agile portfolio governance.
- Define acceptance criteria for each deliverable of agile portfolio governance.
- Define the trigger that would require agile portfolio governance to be redesigned.
Session 2Escalation and decision rights in agile portfolio governance
- Identify the critical path through agile portfolio governance and the float elsewhere.
- Confirm that reporting on agile portfolio governance reaches the people who can act.
- Define how the benefit from agile portfolio governance will be measured after closure.
- Set out the decisions in agile portfolio governance that require sign-off and by whom.
Agile portfolio governance: risk identification, quantification and ownership
2 sessions · 8 pointsSession 1The paperwork for agile portfolio governance that is actually needed
- Manage supplier performance on agile portfolio governance against contract, not goodwill.
- Agree the indicators that will show whether agile portfolio governance is improving.
- Plan the sequence in which improvements to agile portfolio governance will be introduced.
- Establish who is informed, consulted and accountable in agile portfolio governance.
Session 2The cost of agile portfolio governance and how to present it
- Establish the boundary of agile portfolio governance and record what sits outside it.
- Review whether agile portfolio governance is aligned with the objectives of the project.
- Identify single points of dependency in agile portfolio governance and reduce them.
- Arrange the handover of agile portfolio governance so capability survives staff changes.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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