Organisations & Governance

Subjects covered in this section focus on the way organisations interface with project, program and portfolio management, general management and governance:

Download the PMKI Taxonomy.

Temporary list

Governance and Management

Aspects of project management that are primarily the responsibility of Directors supported by senior executives within the organisation.

Organisational policies, practices and systems responsible for ensuring organisational resources are utilised effectively and the work of the organisation is aligned with its strategy and objectives.

The concepts outlined in these papers are consistent with ISO 21505 Project, programme and portfolio management - Guidance on governance and ISO/IEC 38500:2010 Corporate governance of information technology.

Included in this topic:



  • Portfolio Management: Selecting the right projects and programs for the organisation to undertake and the monitoring and review of the on-going work to maximise the value to the organisation:
    Included in this topic:
    -  Portfolio Management Practice. Managing a portfolio including developing the portfolio strategy to balance risk, opportunities and rewards.  
    -  Portfolio management tools and software. Various PPP software tools. 
    -  Project/Program selection processes. Techniques for selecting and ranking project and programs.
    -  Project Initiation & Project Charter. Formal processes undertaken within the portfolio, by the business or client to initiate a project or program.          
  • Program management: Elements of program management that are different to project management:
    • PMI's Standard for Program Management This Standard defines a set of processes that represent generally recognised good practices in program management.  
    • WP: Program Management. Program management focuses on the coordination of a number of related projects over time to deliver benefits that would not be available if the projects were managed separately.  
    • DP: PWC 4th Global Portfolio and Programme Management Survey: Download the 2014 Report. When will you think differently about programme delivery?  

  • Differentiating projects from programs:  
  • Program typology: the different types and sizes of programs:  
    • WP: Defining Program Types. This White Paper defines the different types of programs based on the GAPPS Program Types.  
    • Blg: Differentiating normal, complex and megaprojects. A look at the additional layers of competency needed to manage complex projects and megaprojects and a suggested framework for classifying these different types of project.      
  • Project definition and typology: defining the nature of 'a project' and the different types and sizes of project:  
    • Blg: Seeking a definition of a project. Constructing an unambiguous definition of a project! a 2016 update based on our 2002 paper 'Project fact or fiction'.    
    • PP: Project Fact or Fiction. Refining the definition of the terms 'project' and 'project management'.
    • WP: Project Size and Categorisation. There are four basic dimensions to every project that affect its management: size, difficulty, uncertainty and complexity.   
    • Blg: Differentiating normal, complex and megaprojects. A look at the additional layers of competency needed to manage complex projects and megaprojects and a suggested framework for classifying these different types of project.         

Self-paced PMP Training