Implementing change is needed in every business. But how do you get started and ensure you actually realize the benefits you need? How do you direct and manage the tens, hundreds, or even thousands, of projects and the other pieces of work your business is undertaking? How do you make sure everyone is working towards the same goals? Building on five previous editions of The Project Workout, this book focusses on programme and portfolio management. It is a valuable companion for every business executive and programme manager as well as a comprehensive resource for students of business, portfolio and programme management.

The Programme and Portfolio Workout provides practical advice and techniques to direct and manage your business in a structured, yet agile, way. Aimed at both business and programme managers, it takes you through different approaches to portfolio, programme and project management and shows you how they can work together. The practical approach is enhanced throughout with a series of ‘Workouts’: exercises, techniques and checklists to help you put the book’s advice into practice. The Workouts are supported by an on-line resource of tools.

This expanded edition contains a wealth of new material on the governance and management of portfolio and programmes, including how to work with standards and methods, such as GovS 002, ISO 21504, BS6079 and MSP. The companion to this book, The Project Workout, deals with directing and managing individual projects. It uses the same concepts and approaches so that you know, when directing your portfolio or programme, that your project sponsors and managers are taking the same approach. Together, these books give you what you need to ensure your organization succeeds.

part I|109 pages

Challenges to be faced

chapter 1|8 pages

Challenges we need to face

chapter 2|28 pages

Advice the best organizations give us

chapter 3|19 pages

Portfolios, programmes and projects

chapter 4|36 pages


chapter 5|15 pages


part II|84 pages

The essence of project management

chapter 6|12 pages

Project management in context

chapter 7|17 pages

Who does what in a project


chapter 8|28 pages

The project framework

chapter 9|13 pages

Applying the project framework

chapter 10|10 pages

Directing and managing a project

part III|114 pages

Portfolio management – dealing with many projects and beyond

chapter 11|19 pages

Business portfolios

chapter 12|18 pages

Defining your business portfolio

chapter 13|23 pages

There are too many projects to do!

chapter 14|24 pages

Do I have the resources?

chapter 15|13 pages

Selecting the right projects

chapter 16|12 pages

Directing business portfolios

A process-based approach

part IV|67 pages

Programme management

chapter 17|20 pages

Programme management

chapter 18|14 pages

Who does what in a programme


chapter 19|20 pages

Organizing your programme

chapter 20|11 pages

Directing and managing a programme

A process-based approach

part V|137 pages

The supporting activities

chapter 21|13 pages

Why we do it


chapter 22|22 pages

Planning and controls

chapter 24|23 pages

Developing a quality solution

chapter 25|22 pages

Coping with all that change

chapter 26|29 pages

Sorting out all those contracts

part VI|78 pages

Implementing the framework

chapter 28|22 pages

Tools and systems

chapter 29|18 pages

Standards and methods

Do they matter?

chapter 30|20 pages

Putting it into practice