PMI第三版《项目管理标准》英文版详解

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《SPM 第三版（英文）》是项目管理专业机构 Project Management Institute (PMI) 发布的一本权威标准指南，专注于项目集管理。该版本是PMI会员专享资源，非商业分发或复制许可。此书第三版的内容覆盖了项目管理的最新理论与实践，旨在为从事项目集管理的专业人士提供全面而系统的指导。标准对于项目集管理的重要性不言而喻，它定义了项目集管理的最佳实践和期望行为，帮助组织在复杂项目组合的协调和控制方面实现高效运作。第三版更新了原有的内容，反映了PMI对项目管理标准的持续改进和行业发展趋势的理解。书中包含深入的理论框架，如项目集的生命周期管理、项目集的组织结构、风险管理和决策制定策略等。本书特别关注于项目集的集成性，强调跨项目的资源优化配置、依赖关系的有效管理以及整体目标的协调推进。它还涵盖了项目集管理专业人士所需的关键技能，如领导力、战略视野、沟通能力和解决问题的能力。此外，书中的参考资料和索引使得读者能够快速查找特定主题，以便在实际工作中应用所学知识。图书馆学分类号HD69.P75S7372013表明，《标准 for Program Management》属于项目管理领域的标准著作，适用于项目管理研究、教学和实践。ISBN 978-1-935589-68-6标识了书籍的唯一识别码，便于购买和检索。《SPM 第三版（英文）》由PMI, Inc.出版，位于宾夕法尼亚州新town Square，其联系方式供读者查询。版权信息表明，所有权利归PMI, Inc.所有，任何未经授权的复制或分销行为都将受到法律保护。书中使用的标志，如PMI、PMP、PMBOK等，都是PMI的注册商标，展示了组织的品牌和专业声誉。《SPM 第三版（英文）》是一本深度解析项目集管理核心概念和实践操作的实用手册，对于项目管理者、项目经理和项目集负责人来说，它是一份不可或缺的参考资源，有助于提升组织在大型、跨职能项目组合中的成功概率。

1 - INTRODUCTION

Individual projects that are either within or outside of a program are still considered part of a portfolio. Although the

projects or programs within the portfolio may not necessarily be interdependent or directly related, they are linked

to the organization’s strategic plan by means of the organization’s portfolio.

As Figure 1-2 illustrates, organizational strategies and priorities are linked and have relationships between

portfolios and programs, and between programs and individual projects. Organizational planning impacts

the projects by means of project prioritization based on risk, funding, and other considerations relevant to the

organization’s strategic plan. Organizational planning can direct the management of resources, and support for the

component projects on the basis of risk categories, speciﬁ c lines of business, or general types of projects, such as

infrastructure and process improvement.

Projects

Portfolio

Subportfolios

Programs

Subprograms

Projects

• Strategies and priorities

• Progressive elaboration

• Governance

• Disposition on requested changes

• Impacts from changes in other

portfolios, programs, or projects

• Strategies and priorities

• Progressive elaboration

• Governance

• Disposition on requested changes

• Impacts from changes in other

portfolios, programs, or projects

• Strategies and priorities

• Progressive elaboration

• Governance

• Disposition on requested changes

• Impacts from changes in other

portfolios, programs, or projects

• Performance reports

• Change requests with

impact on other portfolios,

programs, or projects

• Performance reports

• Change requests with

impact on other portfolios,

programs, or projects

• Performance reports

• Change requests with

impact on other portfolios,

programs, or projects

Programs

Subprograms

Projects

Figure 1-2. Portfolio, Program, and Project Management Interactions

1.3 What Is Program Management?

Program management is the application of knowledge, skills, tools, and techniques to a program to meet the

program requirements and to obtain beneﬁ ts and control not available by managing projects individually. It involves

aligning multiple components to achieve the program goals and allows for optimized or integrated cost, schedule,

and effort.

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1 - INTRODUCTION

Components within a program are related through a common outcome or delivery of a collective set

of benefits. If the relationship among the projects is determined to be only that of a shared client, seller,

technology, or resource, the effort should be managed as a portfolio of projects rather than as a program. In

programs, the program manager needs to integrate and control the interdependencies among the components

by working in five interrelated and interdependent Program Management Performance Domains: Program

Strategy Alignment, Program Benefits Management, Program Stakeholder Engagement, Program Governance,

and Program Life Cycle Management. Through these Program Management Performance Domains, the

program manager oversees and analyzes component interdependencies to assist in the determination of the

optimal approach for managing the components as a program. Actions related to these interdependencies

may include:

• Leading and coordinating common program activities, such as ﬁ nancing and procurement across

all program components, work, or phases. Resolving resource constraints and/or conﬂ icts that

affect multiple components within the program;

• Communicating and reporting to stakeholders in a manner that reﬂ ects all activities within the

program;

• Responding proactively to risks spanning multiple components of the program;

• Aligning program efforts with organizational/strategic direction that impacts and affects individual

components, groups of components or program goals and objectives;

• Resolving scope, cost, schedule, quality, and risk impacts within a shared governance structure; and

• Tailoring program management activities, processes, and interfaces to effectively address cultural,

socioeconomic, political, and environmental differences in programs.

Through structured oversight and governance, program management enables appropriate planning, control,

delivery, transition, and beneﬁ ts sustainment across the components within the program to achieve the program’s

intended strategic beneﬁ ts. Program management provides a framework for managing related efforts considering

key factors such as strategic beneﬁ ts, coordinated planning, complex interdependencies, deliverable integration,

and optimized pacing.

1.4 Relationships Among Portfolio Management, Program Management,

Project Management, and Organizational Project Management

In order to understand portfolio, program, and project management, it is important to recognize the

similarities and differences among these disciplines. It is also helpful to understand how they relate to

organizational project management (OPM). OPM is a strategy execution framework utilizing project, program,

and portfolio management as well as organizational enabling practices to consistently and predictably

deliver organizational strategy producing better performance, better results, and a sustainable competitive

advantage.

Portfolio, program, and project management are aligned with or driven by organizational strategies. Conversely,

portfolio, program, and project management differ in the way each contributes to the achievement of strategic

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1 - INTRODUCTION

goals. Portfolio management aligns with organizational strategies by selecting the right programs or projects,

prioritizing the work, and providing the needed resources, whereas program management harmonizes its

projects and program components and controls interdependencies in order to realize speciﬁ ed beneﬁ ts. Project

management develops and implements plans to achieve a speciﬁ c scope that is driven by the objectives of the

program or portfolio it is subjected to and, ultimately, to organizational strategies. OPM advances organizational

capability by linking project, program, and portfolio management principles and practices with organizational

enablers (e.g. structural, cultural, technological, and human resource practices) to support strategic goals.

An organization measures its capabilities, then plans and implements improvements towards the systematic

achievement of best practices.

Table 1-1 shows the comparison of project, program, and portfolio views across several dimensions within the

organization.

Organizational Project Management

Projects Programs Portfolios

Projects have defined

objectives. Scope is progres-

sively elaborated throughout

the project life cycle.

Project managers expect

change and implement

processes to keep change

managed and controlled.

Project managers progressively

elaborate high-level information

into detailed plans throughout

the project life cycle.

Project managers manage the

project team to meet the

project objectives.

Success is measured by

product and project quality,

timeliness, budget compliance,

and degree of customer

satisfaction.

Project managers monitor and

control the work of producing

the products, services, or

results that the project was

undertaken to produce.

Programs have a larger scope

and provide more significant

benefits.

Program managers expect

change from both inside and

outside the program and are

prepared to manage it.

Program managers develop the

overall program plan and create

high-level plans to guide

detailed planning at the

component level.

Program managers manage the

program staff and the project

managers; they provide vision

and overall leadership.

Success is measured by the

degree to which the program

satisfies the needs and benefits

for which it was undertaken.

Program managers monitor

the progress of program

components to ensure the

overall goals, schedules,

budget, and benefits of the

program will be met.

Portfolios have an organiza-

tional scope that changes with

the strategic objectives of the

organization.

Portfolio managers continuously

monitor changes in the

broader internal and external

environment.

Portfolio managers create and

maintain necessary processes

and communication relative to

the aggregate portfolio.

Portfolio managers may

manage or coordinate portfolio

management staff, or program

and project staff that may have

reporting responsibilities into

the aggregate portfolio.

Success is measured in terms

of the aggregate investment

performance and benefit

realization of the portfolio.

Portfolio managers monitor

strategic changes and

aggregate resource allocation,

performance results, and risk

of the portfolio.

Scope

Change

Planning

Management

Success

Monitoring

Table 1-1. Comparative Overview of Project, Program, and Portfolio Management

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1 - INTRODUCTION

1.4.1 The Relationship Between Program Management and Project Management

During the course of a program, projects are initiated and the program manager oversees and provides direction

and guidance to the project managers. Program managers coordinate efforts between projects but typically do

not directly manage the individual components. Essential program management responsibilities include planning

the program, identifying and planning for beneﬁ ts realization and sustainment, identiﬁ cation and control of the

interdependencies between projects, addressing escalated issues among the projects that comprise the program,

and tracking the contribution of each project and the non-project work to the consolidated program beneﬁ ts.

The integrative nature of program management processes involves coordinating the processes for each of the

projects or program. This coordination applies through all program management activities and involves managing

the processes at a level higher than those associated with individual projects. An example of this type of integration

is the management of issues and risks needing resolution at the program level, because they involve multiple

projects or otherwise cross project boundaries and therefore cannot be addressed at the individual project level.

The interactions between a program and its components tend to be iterative and cyclical. Information ﬂ ows

predominantly but not exclusively from the program’s components to the program during the program planning

phase. During this time, information regarding status changes affecting cross-cutting dependencies could be

ﬂ owing from the projects to the program and then from the program to the affected projects. Early in the program,

the program guides and directs the individual program components to align and achieve desired goals and beneﬁ ts.

The program also inﬂ uences the approach for managing the individual projects within it. This is accomplished

through the program manager’s decision-making capability along with Program Stakeholder Engagement and

Program Governance. Later in the program, the individual components report through Program Governance

processes on project status, risks, changes, costs, issues, and other information affecting the program. An example

of such an interaction can be found during schedule development, where a detailed review of the overall schedule

at the component level is needed to validate information at the program level.

Figure 1-3 shows the interaction of information ﬂ ow between program management and project management.

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1 - INTRODUCTION

1.4.2 The Relationship Between Program Management and Portfolio Management

PMI deﬁ nes portfolios as projects, programs, subportfolios, and operations managed as a group to achieve

strategic objectives. The projects or programs within a portfolio may not necessarily be interdependent or directly

related. In fact, they are often unrelated, though they may share a common resource pool or compete for funding.

A portfolio of projects may exist within an organization that has projects in progress. It is comprised of the set of

initiatives that may or may not be related, interdependent, or even managed as a portfolio. Projects may have been

created by management efforts to beneﬁ t one part of the organization without regard to overall strategic objectives

or risks. With portfolio management, the organization is able to align the portfolio to strategic objectives, approve only

components that directly support business objectives, and take into account the risk of the component mix in a portfolio

at any given time. Components may be deferred by the organization when the risk of adding them to the current portfolio

would unreasonably upset the balance and exceed the organizational risk tolerance. The portfolio is a snapshot of the

organization’s efforts in progress, reﬂ ecting the organizational goals at the time the projects were selected.

Similar to the interactions between program and project management, portfolio management and program

management interact as part of their relationship within the organizational strategy and objectives. As the organization

manages its portfolio, the programs are inﬂ uenced by portfolio needs such as organizational strategy and objectives,

Projects

Portfolio

Subportfolios

Programs

Subprograms

Projects

• Strategies and priorities

• Progressive elaboration

• Governance

• Disposition on requested changes

• Impacts from changes in other

portfolios, programs, or projects

• Strategies and priorities

• Progressive elaboration

• Governance

• Disposition on requested changes

• Impacts from changes in other

portfolios, programs, or projects

• Strategies and priorities

• Progressive elaboration

• Governance

• Disposition on requested changes

• Impacts from changes in other

portfolios, programs, or projects

• Performance reports

• Change requests with

impact on other portfolios,

programs or projects

• Performance reports

• Change requests with

impact on other portfolios,

programs, or projects

• Performance reports

• Change requests with

impact on other portfolios,

programs, or projects

Programs

Subprograms

Projects

Pro

gra

ubpro

rams

Pro

ect

jec

• S

• St

rate

gies

and

pri

orit

ies

• Pr

ogre

ssiv

e el

aboratio

• G

• Go

vern

ance

•

spo

spos

ition on requested chan

• Im

pacts from chan

es in ot

her

ortfolios, pro

rams, or pro

ects

• Pe

rfor

man

manc

repo

• Ch

ange

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uest

s wi

mpac

t on

oth

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ortf

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ams

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• Pe

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ange requests with

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t on other portfolios,

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ams, or pro

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Programs

Subprograms

Projects

Figure 1-3. Interaction Between Program Management and Project Management

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