International Institute for Learning, Inc.
Project Management for IT Professionals
Managing Multiple IT Projects
Developed for Information Technology Environments
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Course No.:
2 Days
14 PDUs / 1.4 CEUs
IIL Virtual Classroom
Course No.:
Four 3-hour sessions
12 PDUs / 1.2 CEUs
Course Level:
Basic project management training or equivalent experience

About the Program
Managing multi-projects is a critical capability in any information technology (IT) organization. Multi-project management relates to project managers’ work in balancing projects in process while handling requests for new work and juggling priorities.

Who Should Attend
The workshop is designed for:

  • Program managers (account managers at your organization)
  • Project managers and portfolio managers (program managers at your organization)
  • Relatively senior people with a practical involvement in program and portfolio management

Performance Focus
Issues to be addressed include implications of systems infrastructure and application architectures in portfolio management and program and multi-project management.

What You Will Learn
You’ll learn how to:

  • Identify the critical factors in multi-project management and project portfolio management, including the interplay between business and technology issues, intra-organizational issues, resource management and cost benefit analysis
  • Identify the strategic business and technology drivers of project selection and prioritization and use checklists of these drivers in project and program reviews
  • Develop multi-project and program plans using project dependency analysis, risk analysis, architectural/infrastructure planning, resource management, project categorization and other techniques
  • Identify the role of a Project Management Office in a multi-project management context
  • Describe the principles and impact of Iterative Development and Incremental Development approaches in the multi-project context
  • Influence others in the organization regarding the improvement of multi-project management

Course Overview

Getting Started

  • Introductions
  • Course structure
  • Course goals and objectives


  • Systems thinking – taking a holistic view
  • Theory of Constraints and IT multi-project management
  • Key definitions
  • Multi-project management issues

The Context – Organization Structure and Project Types

  • Structure as a means of better performance
  • Roles of functional and operational groups
  • Internal and external client roles in projects
  • Roles: program, portfolio, functional, product, and project managers

Systems Planning and Budgeting

  • The need for enterprise-level systems planning
  • Strategic planning and portfolio management
  • IT strategy
  • Maximizing the value of the portfolio
  • Planning participants
  • Presenting plans to clients and sponsors
  • The portfolio management system

Selecting and Prioritizing Projects

  • Project life cycle and PM methodology
  • Selection criteria/weights and scores method
  • Scoping and evaluation of projects
  • Building a business case
  • Portfolio balance factors

Resource Management

  • Multi-project resource management
  • The Project Office and functional group roles and responsibilities
  • The Critical Chain and Drum Resource

Program and Product Management

  • The relationships between products, programs, and projects
  • Product costs vs. project costs
  • Relationship to incremental development and iterative development
  • Project dependency analysis, risk analysis, and project buffers
  • Operational – deployment, support, change control, and configuration management
  • Program status/progress control
  • Scorecards and dashboards

Stabilizing Multi-project Environments

  • Architecture, tools, training, reusability, baselines, and releases
  • Maintenance and enhancement activities
  • Handling priority shifts
  • Small, short-term projects and/or ad hoc projects
  • Protecting development projects from resource drain

Multi-project Quality Management and Organization Change

  • Understanding, avoiding, and addressing resistance to change
  • Product and cross-project process reviews
  • Lessons learned and continuous improvement


  • What did we learn, and how can we implement this in our work environments?
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