Introduction to Project Portfolio Management


Quick Summary
A presentation template to help you make the case for portfolio management in your organization and explain what it really involves.


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What this is

A PowerPoint presentation template to help you make the case for portfolio management in your organization and explain what it really involves. Presentation slides are organized in three sections explaining what Project Portfolio Management is, why it's valuable, and how to implement a PPM process.


Why it's useful

The hardest part of implementing a portfolio management process can often be convincing the organization—particularly the executives—that it's worthwhile to implement a portfolio management process. This presentation is designed to provide you plenty of ammunition to not only sell the process, but explain what it really requires and why it's important. It emphasizes alignment of the portfolio projects with your organization's critical strategic goals, and illustrates how removing or de-prioritizing projects that don't support those goals can increase ROI company-wide.

Unmodified, it's a great overview of portfolio management for an individual or small group. When you add your own company-specific examples, you'll have a customized presentation for explaining and promoting PPM to stakeholders and decision-makers in your organization.


How to use it

  • Review the presentation to get a good feel for its general flow, and to familiarize yourself with the way it builds support for portfolio management.
  • Consider specific examples of your own organization's past and current projects, and incorporate them into the presentation at appropriate points. (See in particular the project scorecard and related assessments starting on slide 20.)
  • Schedule your presentation to convince those whose support you need to implement the process. You may want to start with those you think will be inclined to be supportive, both to practice the presentation and to get their feedback on specific examples and arguments likely to be persuasive to your executives.
  • When you walk into your meeting, have a next action prepared for your executives to take after finishing the presentation. Don't just convince them it's a good idea; convince them to take that first step. Depending on your organization, you may want to start by organizing a selection committee, surveying the current and planned projects, or setting a meeting to clarify company vision and goals.


About the Author
In 1982, K.C. Yelin founded ICS Group, a management-consulting firm that works with Fortune 100 market leaders to improve business execution. She was president of ICS Group through 1999 and authored their project portfolio management model and project leadership process. K.C.'s early career was in Information Technology, as CIO with the Service Bureau Company, an IBM subsidiary. More recently, she has served on the faculty of the University of Connecticut Graduate School of Business Administration. She currently heads Yelin Associates, based in Scottsdale, Arizona, and is an advisor to the Project Portfolio Management practice at ICS Group.

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