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Neither Ross Garland and Associates, nor the publisher, its employees, agents, dealers and/or distributors shall be liable to any end user(s) and or third parties with respect to any liability, loss and/ or damage caused and/or alleged to have been caused directly and/or indirectly by the contents of this material or any parts thereof, and the aforementioned parties disclaim all such representations and warranties and assume no responsibility for any errors, inaccuracies, omissions, or any other inconsistencies herein.  \nThis Work may include hyperlinks to third-party content, advertising and websites, provided for the sake of convenience and interest. Neither Ross Garland and Associates nor the publisher endorse any advertising and/or products available from external sources and or any third parties.  \nTrademarks  \nP3M3® is a (registered) Trade Mark of Axelos Limited. All rights reserved.  \nP3O® is a (registered) Trade Mark of Axelos Limited. All rights reserved.  \nFirst edition 2022 ISBN 9780117093768  \nSD000223  \nContents  \nForeword v  \nAbout the authors vii  \nAcknowledgements viii  \n1 Introduction 1  \n1.1 Purpose 2  \n1.2 Target audience 3  \n1.3 Organizational context for P3G 3  \n1.4 The benefits of effective and efficient P3G 5  \n2 What is P3G? 9  \n2.1 Projects, programmes and portfolios – a brief introduction 10  \n2.2 Defining project, programme and portfolio governance 12  \n2.3 Delivery approaches and P3G 15  \n3 Principles of P3G 17  \n3.1 Principle 1: Treat change differently from business as usual 19  \n3.2 Principle 2: Ensure a single point of accountability for each project  \nor programme 24  \n3.3 Principle 3: Business outcome accountability determines project or  \nprogramme accountability 27  \n3.4 Principle 4: Support the person accountable for a project or  \nprogramme with a governance board 36  \n3.5 Principle 5: Separate project and programme decision-making from  \nstakeholder engagement 45  \n3.6 Principle 6: Align investments with strategic objectives 48  \n3.7 Principle 7: Maintain the business case 50  \n3.8 Principle 8: Design portfolio governance to drive investment outcomes 53  \n3.9 Principle 9: Ensure consistent and logical decision-making rights 60  \n3.10 Principle 10: Enable evidence-based investment decision-making 64  \n4 Application of the principles: Implementation 71  \n4.1 Scal","cbCaiuNEuEXEDYOK","https://ap.wps.com/l/cbCaiuNEuEXEDYOK","pdf",676952,24,"English","# Contents\n## Foreword\n## About the authors\n## Acknowledgements\n## 1 Introduction\n## 2 What is P3G?\n## 3 Principles of P3G\n## 4 Application of the principles: Implementation\n## 5 Application of the principles: Case studies\n## Appendices\n## Acronyms and abbreviations\n## Glossary\n## Bibliography\n## Index","[{\"question\":\"What is P3G and why is it needed?\",\"answer\":\"P3G defines governance for projects, programmes and portfolios, focusing on strategic direction, decisions and oversight to improve delivery outcomes. It addresses persistent issues such as late delivery, overspend and underdelivery.\"},{\"question\":\"What are the core principles of P3G?\",\"answer\":\"P3G is built on principles including treating change differently from business as usual, establishing clear accountability, supporting accountable people with governance boards, and separating decision-making from stakeholder engagement. It also covers alignment to strategic objectives, maintaining the business case, and enabling evidence-based investment decisions.\"},{\"question\":\"How does the guidance support implementation and maturity?\",\"answer\":\"The document explains how to scale governance to fit organisational needs, establish new or enhanced P3G arrangements, operate them effectively, and document and communicate arrangements. It also includes guidance on P3G maturity and links implementation with agile approaches.\"}]","Project, Programme and Portfolio Governance - Guide | PDF",1789214107,8]