1. Project Portfolio Management The new strategic role of Project Managers Roberto Toledo, MBA, PMP México [email_address]

3. Organizational Context ©2006 Project Management Institute Goals and Objectives Definition Rule every organizational effort Processes to establish proper actions to accomplish goals and objectives Components that guarantee an efficient and effective execution Vision Mission Organizational Strategy and Objectives High-Level Operations Planning and Management Project Portfolio Management PPM Management of On-Going Operations (recurring activities) Value Generation Management of Authorized Programs and Projects (projectized activities) Increasing value and production capability Organizational Resources

4. Projects vs. Portfolio Project Management Portfolio Management Tactic task Strategic Task Usually performed by Middle Management Usually performed by Senior Management Preceded by the Definition of the Project Portfolio of the organization Preceded by the Strategic Planning of the Organization Are we doing the project right? Are we doing the right projects? Main Goal: Contribute to the fulfillment of the Organization’s Goals and Objectives

7. Balances Scorecard Kaplan & Norton

8. Selection and Prioritization New Products Financial Canceled Initiatives Postponed Initiatives Customer Internal Learning SELECT PRIORITIZE STRATEGY Resources and Budget Authorized Projects (Project Charter) Project Portfolio Initiatives

10. Possible Subjects Customer Perspective Financial Perspective Internal Processes Strategic Intent Learning and Growth Project Portfolio Balancing

12. Prioritization Matrix

14. Evaluation Criteria (example)

15. Evaluation Results

16. Investment Map Complexity Added Value Low Low High High Note: Bubble size represents investment in the project .