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The Programme and Project Management (PPM) capability provides a methodical approach to achieving business objectives when planning, executing, and closing programmes and projects.

• Increase predictability in programme and project outcomes with respect to schedule, cost, and quality parameters.
• Improve consistency in handling programme and project changes and risks.
• Improve ability to drive strategic change and establish new capabilities in the organization, through effective programme and project delivery.
• Improve business value realization from programmes and projects, with effective utilization of capital investments.

The Programme and Project Management (PPM) capability helps ensure that programmes and projects are run in an agile and consistent manner to support the timely and predictable realization of expected business benefits.

The completion of programmes and projects that support the organization's objectives is critical to the achievement of its goals. However, programmes and projects are often complex in nature, with multiple and interdependent tasks, finite resources drawn from multiple disciplines, defined durations, and fixed budgets. Many programmes and projects are challenged by risks, issues, changes in scope, and lack of stakeholder buy-in and support¹²³. For these reasons, an effective approach to managing programmes and projects is necessary to fully institutionalize the changes or transformations that they aim to achieve.

By developing an effective Programme and Project Management (PPM) capability, an organization can initiate, plan, execute, monitor, control, and close programmes and projects, track their performance impact, and take corrective action where required. Developing a proficiency in programme and project management tools, techniques, and methodologies ensures that the most appropriate approaches are applied. Consequently, the organization can be better positioned to deliver programmes and projects that are on schedule, within budget, and aligned with the original specifications/objectives, thereby contributing to the realization of business value⁴⁵.

The Programme and Project Management (PPM) capability is the ability to initiate, plan, execute, monitor, control, and close programmes and projects in line with the business objectives, and to manage associated risks, changes, and issues. The Programme and Project Management (PPM) capability covers:

• Establishing governance structures, such as programme/project reporting lines, stage gate reviews, and the roles, responsibilities, and accountabilities required to support programme and project management.
• Establishing and adopting approaches to initiate, plan, execute, monitor, control, and close individual programmes and projects.
• Identifying and using appropriate programme/project management methodologies, tools, and techniques.
• Defining and developing the necessary programme/project management competences of individuals.
• Managing programme/project risks, changes, and other issues.
• Implementing lessons learned from programme and project execution.

Representative POMs are described for PPM at each level of maturity.

2Basic

• Practice

  Establish basic approaches for initiating, planning, executing, monitoring, controlling, and closing programmes and projects, and apply them across key programmes and projects within the IT function.

  Outcome

  Consistency in programme and project management is emerging within the IT function.

  Metric

  Percentage of targeted programmes and projects following defined approaches.

• Practice

  Establish programme and project roles, responsibilities, accountabilities, and reporting lines, for key programmes and projects within the IT function.

  Outcome

  Ownership of roles, responsibilities, and accountabilities is understood, enabling better accountability.

  Metric

  Percentage of project members with identified roles.

• Practice

  Apply basic programme and project management methodologies for key programmes and projects — for example, defining objectives, agreeing deliverables, and planning stage gate reviews.

  Outcome

  Execution of some of the larger programmes/projects begins to follow consistent methodologies.

  Metrics

  • Percentage of programmes and projects run in conformance with defined methodologies.
  • Number of programmes and projects failing their stage gate reviews.

• Practice

  Define a basic set of metrics to track progress against schedule, scope, cost, and quality baselines for key programmes and projects.

  Outcome

  The initial building blocks for performance tracking are put in place.

  Metrics

  • Number of projects completed on time.
  • Number of projects completed within scope.
  • Number of projects delivered within cost.
  • Number of projects completed within quality parameters.
  • Number of cancelled projects.

3Intermediate

• Practice

  Expand the scope for defining programme/project roles, responsibilities, accountabilities, and reporting lines to include all of the IT function and some other business units.

  Outcome

  A more comprehensive definition of roles, responsibilities, and accountabilities increases transparency and speeds up decision-making.

  Metric

  Percentage of programmes and projects with identified gaps in defined roles, responsibilities, accountabilities, and reporting lines.

• Practice

  Define a standard training curriculum in relation to programme and project management, and proactively deliver it to the IT function and to some other business unit stakeholders.

  Outcome

  Most stakeholders can avail of standard training that improves proficiencies in programme and project management.

  Metrics

  • Percentage of employees with formal training in programme and project management.
  • Percentage of employees with certification in programme and project management.

• Practices

  • Operationalize governance oversight measures for key programmes/projects.
  • Identify, document, and approve changes for prioritized key programmes and projects.
  • Consider the knock-on impact of changes on other programmes and projects in the portfolio.

  Outcome

  Proposed changes in scope for most programmes and projects are traceable, and are considered prior to any changes being decided.

  Metrics

  • Number of approved and rejected changes per programme/project.
  • Percentage of programmes and projects that follow a defined change management approach.
  • Percentage of proposed changes whose impact on related programmes and projects is considered.

• Practice

  Develop ways of keeping stakeholders informed about the overall status of programmes and projects — for example, an online dashboard/KPI tracking.

  Outcome

  Reporting and visibility on the status of programmes and projects are improved.

  Metric

  Percentage of programmes and projects reported on.

4Advanced

• Practice

  Introduce an organization-wide or central body that oversees all programmes and projects — for example, a Project Management Office (PMO).

  Outcome

  The central body supports consistency and best practices in programme and project planning, execution, monitoring, and reporting.

  Metric

  Number of successful projects as a percentage of all projects.

• Practice

  Validate governance protocols across the organization to deal with recurring programme/project management decisions such as scope changes, additional funding, and modification of the programme or project team.

  Outcome

  The transparency and speed of decision-making are increased.

  Metrics

  • Percentage of decisions processed by authorized decision-makers — for example, a Change Advisory Board.
  • Average time to process a change.

• Practice

  Allow tailoring of industry-recognized programme and project management methodologies, where appropriate and within defined limits.

  Outcome

  There is improved control over what programme/project methods should be standardized and customized.

  Metric

  Number of incidences of non-conformance to defined methodologies per programme/project.

• Practice

  Fully integrate the risk management of programmes and projects with Enterprise Risk Management (ERM).

  Outcome

  Risks for key programmes and projects have appropriate levels of corporate-wide visibility and management oversight.

  Metric

  Yes/No indicators regarding alignment of programme and project risk management policies with ERM policies.

• Practice

  Compare performance management across all programmes and projects with industry standards.

  Outcome

  The performance standard for programme and project performance is informed by external comparisons to remain abreast of latest practices.

  Metric

  Percentage of programmes/projects whose performance data is benchmarked against industry standards.

5Optimized

• Practice

  Ensure the central programme and project body reports to the executive board or sponsors.

  Outcome

  Executive sponsors and project managers can readily troubleshoot programmes and projects with a view to achieving the organization's strategic objectives.

  Metric

  Percentage of programmes and projects reporting to a central body.

• Practices

  • Regularly re-evaluate programme and project methodologies, and adapt them as required to reflect changing business needs.
  • Include input from relevant business ecosystem partners.

  Outcome

  Methodologies can evolve to satisfy the changing needs of the organization.

  Metric

  Number of incidences of non-conformance to defined methodologies per programme/project.

• Practice

  Capture and implement key lessons learned from the management of existing programmes and projects.

  Outcome

  The continual improvement of approaches will benefit the management of future programmes and projects.

  Metric

  Number of recommendations captured and fed into future programmes and projects.

This capability was introduced in Revision 16 as a new critical capability.

It was deprecated in Revision 18.01, being split into Programme Management (18.01) and Project Management (18.01).

The following CCs cover topics that are related to PPM in some way:

BARBenefits Assessment and Realization

Assessing the benefits of individual programmes/projects

BARBenefits Assessment and Realization

Benefits estimation and tracking for individual programmes and projects

BGMBudget Management

Reports on budget variances to inform the current and future management of programmes and projects

CFPCapacity Forecasting and Planning

Understanding the current allocation of IT resources and scenario modelling future needs

ITGIT Leadership and Governance

Definitions of governance structures for managing programmes and projects

PMPortfolio Management

Monitoring the overall programme and project portfolio

PMPortfolio Management

Oversight on the portfolio of programmes and projects to be managed

PPPPortfolio Planning and Prioritization

Evaluations on whether to fund individual programmes and projects

PPPPortfolio Planning and Prioritization

Selecting programmes and projects for investment, or deciding whether to continue (maintain, accelerate, slow-down) or cease investment into projects that have already started

SDSolutions Delivery

Guidance on IT solutions development methodologies