This practical course equips professionals with a structured understanding of portfolio management and
governance, helping them align business strategy with investment decisions. Participants will explore
roles, frameworks, performance, and value realization within a portfolio context, using real-life case
practices to support learning.

Overview

This course introduces modern portfolio governance practices that support better decision-making,
alignment of business priorities, and realization of strategic value. Participants will gain a hands-on
understanding of how portfolios are structured, governed, and optimized for results.
Upon completion, participants will:
 Understand key roles and responsibilities in portfolio governance
 Learn how to design, structure, and prioritize portfolio components
 Gain skills to track benefits, manage performance, risks, and stakeholder engagement.

Who should attend

 Senior managers, portfolio and program leads, PMO heads
 Strategic planners, business analysts, investment committee members
 Any professional involved in enterprise governance and project prioritization

Methodology

The course adopts an engaging and practical approach, using interactive case studies, real-world scenarios,
team discussions, and tools to apply key concepts in portfolio management.

Trainer

The workshop will be led by a senior portfolio strategist with over 30 years of experience in governance,
strategy, and large-scale portfolio optimization across sectors. Formerly part of global strategy teams and
an advisor to multinational boards.

Module – 1
Fundamentals of Portfolio Management and
Governance.
 Define what a portfolio is in a project and
program context
 Understand the purpose and value of portfolio
management in organizations
 Explore governance structures and how they
guide decision-making
 Learn how portfolio governance aligns with
corporate strategy and oversight

Module – 2
Portfolio Management Roles and PfDG
Responsibilities
 Introduce the Portfolio Decision Group (PfDG)
and its purpose
 Outline responsibilities of portfolio-level
leadership and committees
 Clarify accountability and decision-making
authority in portfolio governance
 Describe how the PfDG ensures alignment
between business objectives and investments

Module – 3
Designing a Portfolio Management Framework
 Explore what makes an effective portfolio
management framework
 Define key portfolio processes and lifecycle
stages
 Learn how portfolio governance policies are
structured
 Understand how to review and evolve the
framework over time
 Real-world case: portfolio process design at
Greentech Innovations Ltd

Module – 4
Building Composition and Structuring Portfolio

 Identify the components that make up a portfolio
(projects, programs, BAU activities)
 Techniques to evaluate and score potential
components
 Plan for capacity constraints and resource
balancing
 Learn methods to prioritize components for
inclusion
 Understand how to formally approve and
document portfolio composition

Module – 5
Portfolio Realisation and Benefits Tracking
 What it means to realize value from the portfolio
 Setting up mechanisms to monitor benefit delivery
over time
 Aligning outputs from individual projects to
portfolio-level outcomes
 Case practices for tracking contribution to strategic
goals

Module – 6
Controlling and Managing Portfolio Performance
 Methods to monitor and control the performance of
the portfolio
 Setting KPIs and performance indicators across
components
 Managing and optimizing overall portfolio value
 How to detect deviations and make corrective
adjustments

Module – 7
Portfolio Risk, Change, and Issue Management
 Proactive identification and management of
portfolio risks
 Approaches to evaluating and approving
portfolio-level change requests
 Managing cross-portfolio issues and impacts
 Governance workflows for risk escalation and
resolution

Module – 8
Stakeholder Engagement Communication
 Mapping portfolio stakeholders and understanding their expectations
 Designing a stakeholder engagement strategy
 Managing portfolio communication across levels
of the organization
 Reporting portfolio performance to executives,
sponsors, and teams