Ask a room full of product managers whether their product deserves more funding, and nearly all of them will say yes — and most of them will believe it. Somebody still has to decide who's actually right, using something more rigorous than whoever argues loudest in the budget meeting. The Product Portfolio Management Training Course, delivered by Arab British Fellowship Training Academy, is built for the professionals who own that decision across an entire portfolio, not just a single product line: which products earn more investment, which stay as they are, and which get phased out before they quietly drain resources from everything else.

Participants learn structured portfolio analysis that reveals which products are genuinely earning their place, and build a prioritisation framework paired with clear governance — who decides, how often, and how the process survives a real budget cycle rather than collapsing under internal pushback. The course looks directly at how to spot underperforming products before they consume disproportionate resources, and how to communicate those trade-offs to stakeholders whose products didn't make the cut, without the conversation turning adversarial. A closing focus on keeping the whole process aligned with long-term growth objectives, and disciplined enough to survive year after year, rounds out the programme. Participants leave with a practical framework for managing a portfolio strategically, instead of chasing whichever product is loudest in the room.

Who Should Attend

• Portfolio managers and product portfolio leads
• Heads of product and senior product managers overseeing multiple products
• Business leaders responsible for investment and resource allocation decisions
• Strategy and planning professionals working closely with product teams
• Innovation and R&D leaders managing a pipeline of products or initiatives

What You'll Gain

• Evaluate products against strategic business goals using structured portfolio analysis
• Build prioritisation frameworks that allocate resources based on strategy, not internal pressure
• Establish governance structures for making and revisiting portfolio decisions
• Balance investment across new, growing, mature, and declining products
• Identify underperforming products before they consume disproportionate resources
• Communicate portfolio trade-offs confidently to stakeholders and leadership
• Keep portfolio decisions aligned with long-term growth and sustainability

Module 1: Why Every Product Can't Get the Same Attention

• Why treating each product in isolation leads to poor resource decisions
• Connecting Product Portfolio Management to overall business strategy

Module 2: Analysis That Reveals What's Really Happening

• Techniques for assessing product performance, potential, and strategic fit
• Avoiding vanity metrics that obscure the real health of the portfolio

Module 3: A Prioritisation Framework Backed by Real Governance

• Structuring criteria that make prioritisation decisions consistent, not arbitrary
• Defining who owns portfolio decisions, how often they're revisited, and how the process survives a real budget cycle

Module 4: Investment Decisions Across the Portfolio

• Balancing investment across new, growing, mature, and declining products
• Making a credible case for funding, sustaining, or cutting a product

Module 5: Spotting and Managing Underperformers

• Identifying products quietly draining resources from stronger performers
• Structuring exit or phase-out decisions without unnecessary disruption

Module 6: Delivering the Hard Conversations Well

• Presenting trade-offs and prioritisation decisions with clarity and confidence
• Managing pushback from stakeholders whose products didn't make the cut

Module 7: Keeping the Portfolio Aligned With Growth, Year After Year

• Connecting portfolio decisions directly to sustainable growth objectives
• Embedding regular review into organisational rhythm so discipline doesn't erode