TABLE OF CONTENTS
1.1 The Purpose and Need for this Guide
1.3 Overview of the Practice Guide
1.4 Overview of Governance Related to Portfolio, Program, and Project Management
1.5 Portfolio, Program, and Project Governance versus Portfolio, Program, and Project Management
1.5.1 Effective Governance of Portfolios, Programs, and Projects
1.5.2 Governance and Program and Project Complexity
1.8 Governance Framework Implementation
2 ORGANIZATIONAL PROJECT MANAGEMENT (OPM) GOVERNANCE
2.3.1 Tailoring the Approach to OPM Governance
2.3.2 OPM and Governance Interactions
2.3.3 OPM Governance Considerations
2.4 Roles and Responsibilities
2.4.3 OPM Project or Program Manager
2.4.4 Portfolio, Program, and Project Manager
2.4.5 PMO (Portfolio, Program, or Project Management Office)
2.5 OPM Governance Domains, Functions, and Processes
2.5.1 OPM Governance Alignment Domain
2.5.2 OPM Governance Risk Domain
2.5.3 OPM Governance Performance Domain
2.5.4 OPM Governance Communications Domain
2.6 OPM Governance Framework Implementation
2.6.5 Essential Factors for Implementation
3 GOVERNANCE AT THE PORTFOLIO LEVEL
3.2 Portfolio and Portfolio Management
3.3.1 What is Portfolio Governance?
3.3.2 Portfolios and Governance Relationships
3.3.3 Portfolio Governance Considerations
3.4 Roles and Responsibilities
3.5 Portfolio Governance Domains, Functions, and Processes
3.6 Portfolio Governance Framework Implementation
4 GOVERNANCE AT THE PROGRAM LEVEL
4.2 Program and Program Management
4.3.1 What is Program Governance?
4.3.2 Program and Governance Relationships
4.3.3 Program Governance Considerations
4.4 Roles and Responsibilities
4.5 Program Governance Domains, Functions, and Processes
4.6 Program Governance Framework Implementation
5 GOVERNANCE AT THE PROJECT LEVEL
5.2 Project and Project Management
5.3.1 What is Project Governance?
5.3.2 Projects and Governance Relationships
5.3.3 Project Governance Considerations
5.4 Roles and Responsibilities
5.5 Project Governance Domains, Functions, and Processes