北京項(xiàng)目組合管理PfMP認(rèn)證高端課程

課程詳情

項(xiàng)目組合管理（Project Portfolio Management）作為美國(guó)項(xiàng)目管理協(xié)會(huì)推出的針對(duì)項(xiàng)目決策管理與多項(xiàng)目管理的實(shí)踐標(biāo)準(zhǔn)，是面向企業(yè)高層管理者和項(xiàng)目組合管理專業(yè)人士的標(biāo)準(zhǔn)，已經(jīng)在全球的500強(qiáng)公司得到了廣泛的應(yīng)用。在國(guó)內(nèi)，項(xiàng)目組合管理目前僅僅還是初步認(rèn)知的水平，但隨著推廣的深入，將會(huì)得到了越來越多企業(yè)的認(rèn)可，用來指導(dǎo)在復(fù)雜的企業(yè)經(jīng)營(yíng)環(huán)境中，如何通過項(xiàng)目組合管理來實(shí)現(xiàn)企業(yè)戰(zhàn)略方向和商業(yè)價(jià)值*大化。

PMI項(xiàng)目管理標(biāo)準(zhǔn)與證書體系

項(xiàng)目管理者聯(lián)盟是我國(guó)項(xiàng)目組合管理（Project Portfolio Management）培訓(xùn)及美國(guó)項(xiàng)目管理協(xié)會(huì)組合管理PfMP認(rèn)證培訓(xùn)的、推動(dòng)者和行動(dòng)者。項(xiàng)目管理者聯(lián)盟邀請(qǐng)全球項(xiàng)目組合管理專家授課，是目前國(guó)內(nèi)開展項(xiàng)目組合管理PfMP認(rèn)證培訓(xùn)的專業(yè)機(jī)構(gòu)，目前國(guó)內(nèi)首批PfMP高端認(rèn)證全部由項(xiàng)目管者聯(lián)盟培養(yǎng)。

培訓(xùn)對(duì)象trainee

1、政府與事業(yè)單位、國(guó)防航天軍工、IT軟件與電信、工程業(yè)主與承包商、高科技與研發(fā)、能源與化工等項(xiàng)目型企業(yè)的高級(jí)管理層、項(xiàng)目總經(jīng)理、項(xiàng)目組合經(jīng)理、資深項(xiàng)目經(jīng)理；

2、各類企業(yè)的項(xiàng)目總經(jīng)理、項(xiàng)目總監(jiān)、事業(yè)部總經(jīng)理或總監(jiān)，項(xiàng)目組合管理辦公室（PMO）管理人員；

3、高等院校項(xiàng)目管理研究人員，以及其他有志于項(xiàng)目管理職業(yè)生涯提升的專業(yè)項(xiàng)目組合管理人員。

參加收獲gain

1、掌握項(xiàng)目組合管理標(biāo)準(zhǔn)、理念與流程、知識(shí)技能及工具。

2、熟悉PfMP考試題型、考點(diǎn)與評(píng)估，準(zhǔn)備與應(yīng)對(duì)PfMP考試。

3、獲得全球權(quán)威的高端項(xiàng)目組合管理PfMP證書，拓展職業(yè)發(fā)展前景。

4、獲得PfMP俱樂部會(huì)員資格，結(jié)交高級(jí)項(xiàng)目管理人脈，擴(kuò)大交流面。

Participants shall learn how to:

?Align organizational strategy with a portfolio of projects

?Define a portfolio management framework for an organization/business unit

?Establish portfolio performance assurance and governance processes for one or more project portfolios

?Evaluate the inherent value and risk associated with projects within the portfolio

?Apply different techniques to portfolio evaluation and optimization

?Optimize portfolio outcomes within the context of organizational constraints

培訓(xùn)大綱syllabus

第一部分：項(xiàng)目組合管理實(shí)踐

Mastering Project Portfolio Management

1.P****olio Strategic Alignment

a.U********ding the strategic need for portfolio management

b.U********ding the elements of strategy

c.******ng organizational strategy to a portfolio

2.****gn and Definition of a Portfolio

a.U********ding portfolio design considerations 

b.******ng portfolio design specifications

3.*****ct Portfolio Management (PPM) Process Cycle

a.U********ding the steps involved in the PPM process cycle

b.*****ng an overview of the techniques involved in each of the steps

4.I*****tive Prioritization and Preparation for Portfolio Optimization 

a.I******ying prioritization criteria relevant to the strategic objectives

b.U********ding and applying prioritization techniques

c.I******ying constraints for portfolio optimization

d.I******ying initiative dependencies

5.P****olio Optimization and Balancing

a.U********ding the difference between portfolio optimization & balancing

b.P*****ming mufti-constraint optimization with Monte-Carlo analysis

c.******ng optimization scenarios & performing scenario analysis

d.******ng portfolio balancing criteria

6.P****olio Planning

a.U********ding portfolio planning and planning artifacts

b.D*****ping the Portfolio Strategic Plan & Portfolio Management Plan

c.D*****ping the Portfolio Roadmap

7.P****olio Benefits Management and Stakeholder Engagement

a.D*****ping the Portfolio Benefits Dependency Map

b.U********ding the portfolio stakeholder engagement cycle

c.D*****ping the Portfolio Stakeholder Engagement Strategy

d.D*****ping the Portfolio Communications Management Plan

8.P****olio Governance and Portfolio Risk Management

a.U********ding portfolio governance

b.U********ding the elements of the Portfolio Governance Model

c.D*****ping a Portfolio Dashboard

d.U********ding the role of a Portfolio Management Office (PfMO)

e.U********ding the focal areas of portfolio risk management

f.I******ying portfolio-level risks

g.P*****ming portfolio risk analysis: Portfolio Dependency Matrix

9.P****olio Resource Management

a. Understanding the portfolio resource management cycle

b. Understanding portfolio resource management strategies

第二部分：項(xiàng)目組合管理PfMP認(rèn)證備考

PfMP? Boot Camp

1.項(xiàng)目組合管理和PfMP認(rèn)證基礎(chǔ)知識(shí)

a.項(xiàng)目組合、項(xiàng)目組合管理基礎(chǔ)知識(shí)

b.**MP認(rèn)證申請(qǐng)、評(píng)估、考試介紹

2.*CO項(xiàng)目組合管理考試大綱精講

a.戰(zhàn)略管理（8個(gè)任務(wù)）

b.治理管理（5個(gè)任務(wù)）

c.績(jī)效管理（10個(gè)任務(wù)）

d.風(fēng)險(xiǎn)管理（6個(gè)任務(wù)）

e.溝通管理（6個(gè)任務(wù)）

3.**MP認(rèn)證過程精講

a.**MP認(rèn)證介紹及與PMP、PgMP認(rèn)證區(qū)別

b.**MP認(rèn)證流程介紹

c.**MP認(rèn)證申請(qǐng)材料撰寫

d.**MP認(rèn)證機(jī)考過程介紹

e.**MP認(rèn)證模擬考題練習(xí)

f.**MP認(rèn)證申請(qǐng)、評(píng)估、考試失敗對(duì)策

　培訓(xùn)時(shí)間Training Time  

　　? 知識(shí)講解：45小時(shí)(錄播，在線學(xué)習(xí)平臺(tái))

　　? ?？即v：12小時(shí)(直播，騰訊會(huì)議平臺(tái))