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Portfolio management is about strategic choices for your business like . The choices on portfolio level are not just about how to run the business, but also where to compete. For example, you need to consider market positioning, diversification, technology disruption, investment horizons, and many other decisions normally taken by areas in the responsibility of business managers and executives who understand the enterprise’s financial, technical, and business contexts.
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The setup of the training is aimed at business managers and executives who understand the enterprise’s financial, technical, and business contexts and who has the ultimate responsibility for the business outcomes.
It is impractical to expect the, often called C-level, executives to participate in all the work included in LPM. Especially administrational, process, and coordination work needs to covered by roles such as Enterprise Architect, Epic Owner, Solution Portfolio Management and Agile Program Management Office.
Therefore the outline of the course is divided into three parts:
Day one is intended for the overall concept, initial decisions where authority and management buy-in is needed.
Day two and three is the practical work to make the LPM work going.
The fourth day is a half-day for final decisions and establishment.
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The individuals with the highest level of decision-making and financial accountability need to participate only at days one and four. Who needs to participate in days two and three will be determined from practical prerequisites to drive the collaboration throughout the organization.
The advanced article Applied Enterprise Workflow with the SAFe Portfolio Kanban at the SAFe webpage gives some insights into the practical work.