Recover portfolio and programme decision-making when it is behind, without pretending it is not.
Strategic Decision-Making for Portfolio and Programme Managers
Move portfolio and programme decision-making from general awareness to a repeatable, reviewable practice.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most recovery effort on portfolio and programme decision-making is spent on problems that were visible early. Projects involving programme decision-making are rarely late all at once; they are late a day at a time. Where this aspect of project and portfolio delivery is measured, it improves; where it is only discussed, it drifts. Participants test their assumptions about portfolio and programme decision-making against scenarios designed to break weak ones. What blocks progress on the project and portfolio delivery capability is usually unclear ownership rather than unclear intent. The programme is built to be used, and every section of programme decision-making it covers ends in something applicable. It is designed for mixed groups, so that portfolio and programme decision-making is examined from more than one functional angle. Participants gain a clear basis for measuring what programme decision-making has actually achieved. Participants finish with a short, specific brief on this area of project and portfolio delivery ready to put in front of a decision maker.
Expected Learning Outcomes
Choose the delivery approach for programme decision-making — predictive, adaptive or hybrid — deliberately.
Distinguish the parts of portfolio and programme decision-making that must be standardised from those that require judgement.
Control change to programme decision-making so every variation has a price and a decision.
Apply a repeatable review cycle to portfolio and programme decision-making and act on what it produces.
Manage stakeholders of programme decision-making according to influence and interest.
Plan the handover of portfolio and programme decision-making so that capability is not lost when key staff move on.
Who Should Attend
Planners and schedulers building the timeline for portfolio and programme decision-making.
Programme and portfolio managers overseeing programme decision-making.
Client and stakeholder representatives monitoring portfolio and programme decision-making.
Experienced practitioners formalising an approach to programme decision-making that has grown up informally.
Risk managers supporting portfolio and programme decision-making.
Officers preparing reports on programme decision-making for boards or oversight committees.
Course Modules
Portfolio and programme decision-making: change control and variation
2 sessions · 8 pointsSession 1Keeping stakeholders of portfolio and programme decision-making genuinely supportive
- Record what was learned when portfolio and programme decision-making did not go as planned.
- Establish what evidence demonstrates programme decision-making is under control.
- Close out actions on portfolio and programme decision-making rather than leaving them open indefinitely.
- Estimate programme decision-making using two independent methods and reconcile the difference.
Session 2Measuring progress on programme decision-making honestly
- Prepare the summary of portfolio and programme decision-making that senior management will read.
- Distinguish symptoms from causes when programme decision-making underperforms.
- Register the risks to portfolio and programme decision-making with owner, probability and impact.
- Confirm that reporting on programme decision-making reaches the people who can act.
Programme decision-making: stakeholders, communication and support
2 sessions · 8 pointsSession 1Building lasting competence in programme decision-making
- Define how the benefit from portfolio and programme decision-making will be measured after closure.
- Prepare the recovery plan for programme decision-making before it is needed.
- Manage supplier performance on portfolio and programme decision-making against contract, not goodwill.
- Remove steps in programme decision-making that add effort without adding assurance.
Session 2Pricing every change to programme decision-making
- Plan handover of portfolio and programme decision-making to the team that will operate it.
- Define the decision gates for programme decision-making and what evidence each requires.
- Map stakeholders of portfolio and programme decision-making by influence and current level of support.
- Hold a lessons session on programme decision-making while memory is accurate.
Programme decision-making: estimating cost and effort
2 sessions · 8 pointsSession 1The risks to programme decision-making nobody wants to raise
- Measure progress on portfolio and programme decision-making by value earned, not tasks ticked.
- Define acceptance criteria for each deliverable of programme decision-making.
- Confirm that contractual obligations around portfolio and programme decision-making are understood.
- Set out how exceptions to programme decision-making are requested and approved.
Session 2Managing suppliers delivering part of portfolio and programme decision-making
- Assign responsibility for keeping documentation of portfolio and programme decision-making current.
- Agree what will be standardised in programme decision-making and what will not.
- Anticipate the objections portfolio and programme decision-making will raise and prepare the answers.
- Agree the indicators that will show whether programme decision-making is improving.
Programme decision-making: schedule, critical path and realistic duration
2 sessions · 8 pointsSession 1The hard cases in programme decision-making and how to reason about them
- Review at each gate whether portfolio and programme decision-making should continue at all.
- Agree the escalation threshold for programme decision-making in advance.
- Identify the data already collected that bears on portfolio and programme decision-making.
- Confirm that those complying with programme decision-making understand why it exists.
Session 2Testing programme decision-making before relying on it
- Compare resource demand from portfolio and programme decision-making against other commitments.
- Plan the sequence in which improvements to programme decision-making will be introduced.
- Archive the decision record for portfolio and programme decision-making so successors understand it.
- Build reporting on programme decision-making that surfaces problems while they are small.
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
We will contact you within one business day to confirm.