ISO 21500:2021 pdf download.Project, programme and portfolio management一Context and concepts
4.1 General
This clause describes the overall context in which governance and management of projects, programmes and portfolios operate. In addition to ongoing operations, project, programme and portfolio management provide an integrated management framework to deliver value. Projects, programmes and portfolios exist within the organizational environment and the organization exists within the larger external environment.
Figure 1 illustrates that opportunities and threats can be identified through organizational strategy and objectives. The opportunities and threats can be evaluated and further developed into requirements and business cases. Based on those business cases and using portfolio management or another management structure, the organization selects and authorizes projects and programmes that provide deliverables, outputs and outcomes to operations. When used in operations, deliverables, outputs and outcomes should contribute to realizing benefits for internal and external stakeholders. The benefits can also contribute to further development of the organization's strategy and objectives.
4.2 Projects, programmes and portfolios
Organizations perform work to achieve objectives. This work can be performed as ongoing operations,a project or a programme, or can be organized as a portfolio together with other related work. An example of the relationship among projects, programmes and portfolios is shown in Figure 2. The focus of each of these organizational activities can be summarized as follows.
一Operations are conducted by relatively stable teams through ongoing and repetitive processes and are focused on sustaining the organization.
一Projects are performed by temporary teams and provide deliverables, outputs, outcomes and benefits. A project can be managed as a stand-alone work effort within an organization or as part of a larger programme or portfolio.
一Programmes are groups of programme components managed in a coordinated way to provide advantages and synergies, contribute to the achievement of common strategic and operational objectives, and realize benefits.
一Portfolios are the sets of projects, programmes and other related work undertaken to contribute to meeting an organization's strategic objectives.
4.3 Organizational environment
The organizational environment is affected by both internal and external factors influencing organizational activities and decision-making. An organization should consider internal influences regarding the governance and management of projects, programmes and portfolios. The internal environment consists of internal stakeholders and is influenced by the structure, culture and processes of the organization. Internal stakeholders include, but are not limited to:
一members of the governing body;
一managers in their role as resource owners or in other operational or functional roles;
一sponsors;
一project, programme and portfolio managers;
一employees of the organization impacted by the project, programme or portfolio.
The structure and culture of the organization will affect the way it makes decisions, communicates and empowers internal stakeholders and others involved in project, programme and portfolio management. The project, programme and portfolio governance reflects the structure and culture of the organizational governance and should empower internal stakeholders and provide support to manage engagement and expectations of internal stakeholders.ISO 21500 pdf download.