INTERNATIONAL ISO

STANDARD 21503

First edition
2017-08

Project, programme and portfolio

management — Guidance on
programme management
Management de projets, programmes et portefeuilles —
Recommandations sur le management de programmes

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ISO 21503:2017
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6ac8377c3f89/iso-21503-2017

Reference number
ISO 21503:2017(E)

© ISO 2017
ISO 21503:2017(E)


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Contents Page

Foreword...........................................................................................................................................................................................................................................v
Introduction................................................................................................................................................................................................................................. vi
1 Scope.................................................................................................................................................................................................................................. 1
2 Normative references....................................................................................................................................................................................... 1
3 Terms and definitions...................................................................................................................................................................................... 1
4 Concepts of programmes and programme management............................................................................................ 1
4.1 General........................................................................................................................................................................................................... 1
4.2 Concepts of programmes............................................................................................................................................................... 2
4.2.1 General...................................................................................................................................................................................... 2
4.2.2 Programme characteristics...................................................................................................................................... 2
4.2.3 Programme purpose...................................................................................................................................................... 2
4.2.4 Programme establishment....................................................................................................................................... 2
4.2.5 Programme alignment................................................................................................................................................. 3
4.2.6 Programme structure................................................................................................................................................... 4
4.2.7 Programme stakeholders.......................................................................................................................................... 4
4.3 Concepts of programme management............................................................................................................................... 4
4.3.1 General...................................................................................................................................................................................... 4
4.3.2 Programme management.......................................................................................................................................... 5
4.3.3 Programme management purpose................................................................................................................... 5
4.3.4 iTeh STANDARD PREVIEW
Programme lifecycle...................................................................................................................................................... 5
5 Prerequisites for programme management............................................................................................................................. 6
5.1
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General............................................................................................................................................................................................................ 6
5.2 Evaluating the need for programme management................................................................................................... 6
5.3 Implementing programme management ISO 21503:2017in organizations................................................................................ 7
5.4 https://standards.iteh.ai/catalog/standards/sist/995108aa-706d-4dfa-802b-
Aligning programme management......................................................................................................................................... 7
5.5 Establishing programme 6ac8377c3f89/iso-21503-2017
roles and responsibilities................................................................................................ 7
5.5.1 General...................................................................................................................................................................................... 7
5.5.2 Programme sponsor...................................................................................................................................................... 8
5.5.3 Programme manager.................................................................................................................................................... 8
5.5.4 Programme management team............................................................................................................................ 8
6 Managing a programme................................................................................................................................................................................. 9
6.1 General............................................................................................................................................................................................................ 9
6.2 Establishing a programme............................................................................................................................................................. 9
6.2.1 General...................................................................................................................................................................................... 9
6.2.2 Framework for programme management.................................................................................................. 9
6.2.3 Programme design and planning........................................................................................................................ 9
6.3 Programme integration................................................................................................................................................................. 10
6.3.1 General................................................................................................................................................................................... 10
6.3.2 Strategic integration................................................................................................................................................... 10
6.3.3 Requirements integration...................................................................................................................................... 10
6.3.4 Component integration............................................................................................................................................ 10
6.3.5 Functional integration............................................................................................................................................... 11
6.4 Programme management practices.................................................................................................................................... 11
6.4.1 General................................................................................................................................................................................... 11
6.4.2 Risk and issue management................................................................................................................................ 11
6.4.3 Change management.................................................................................................................................................. 11
6.4.4 Quality management.................................................................................................................................................. 11
6.4.5 ​Resource management............................................................................................................................................. 12
6.4.6 Schedule management.............................................................................................................................................. 12
6.4.7 Budget and financial management................................................................................................................. 12
6.4.8 Stakeholder and communication management.................................................................................. 12
6.5 Programme control........................................................................................................................................................................... 12

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6.6 Benefit management........................................................................................................................................................................ 13

6.6.1 General................................................................................................................................................................................... 13
6.6.2 Benefit identification and analysis................................................................................................................. 13
6.6.3 Benefit control................................................................................................................................................................. 13
6.7 Programme closure........................................................................................................................................................................... 13
Bibliography.............................................................................................................................................................................................................................. 15

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Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
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ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
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on the ISO list of patent declarations received (see www.iso.org/patents).
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constitute an endorsement.
For an explanation on the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the
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World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following
URL: www.iso.org/iso/foreword.html.
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This document was prepared by Technical Committee ISO/TC 258, Project, programme and portfolio
management. ISO 21503:2017
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Introduction
This document provides guidance on concepts, prerequisites and practices of programme management
that is important for, and has an impact on, the performance of programmes.
This document is intended for use by
— executive and senior management and those individuals involved in the sponsorship of programmes,
— individuals managing and participating in programmes,
— developers of national or organizational standards, and
— developers of programme management methods and processes.
This document can be tailored to meet the needs of any organization or individual, so that they can
better apply concepts, prerequisites and practices of programme management.

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INTERNATIONAL STANDARD ISO 21503:2017(E)

Project, programme and portfolio management —

Guidance on programme management

1 Scope
This document provides guidance on programme management. This document is applicable to any type
of organization including public or private and any size or sector, as well as any type of programme in
terms of complexity.
This document provides high-level descriptions of relevant terms, definitions, concepts, prerequisites
and practices, including roles and responsibilities that form good practice in programme management.
It does not provide guidance on processes, methods and tools.

2 Normative references
There are no normative references in this document.

3 Terms and definitions

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For the purposes of this document, the following terms and definitions apply.
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ISO and IEC maintain terminological databases for use in standardization at the following address:
— ISO Online browsing platform: available ISO at http://www.iso.org/obp
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— IEC Electropedia: available at http://www.electropedia.org/
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3.1
programme
temporary structure of interrelated programme components (3.3) managed together that provides
advantages, contributes to the achievement of strategic and operational objectives, and realizes benefits
3.2
programme management
coordinated activities to direct the interrelated programme components (3.3) to achieve programme
objectives and to realize benefits
3.3
programme component
project, programme (3.1) or other related work
3.4
programme benefit
assessable outcome by managing interrelated programme components (3.3) together to achieve strategic
and operational objectives

4 Concepts of programmes and programme management

4.1 General
This clause describes the concepts of programmes and programme management. It provides guidance
to executive and senior management on how programme management should be integrated in an
organization or organizations.

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4.2 Concepts of programmes

4.2.1 General

This clause describes the characteristics of programmes together with their purpose, establishment,
alignment, structure and stakeholders.

4.2.2 Programme characteristics

Programmes may be strategic, transformational or operational and have one or more of the following
characteristics:
— programmes are comprised of programme components that have interdependent and interrelated
relationships to one another;
— programmes provide benefits to stakeholders and contribute to strategic or operational objectives;
— programmes inherently have complexity and uncertainty, which needs to be managed and reduced
where possible.
Programme complexity and uncertainty may include, but are not limited to, the following:
— unclear and uncertain objectives to be achieved;
— context and other external factors;
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— social, political, economic, sustainability and legal dynamics;
— technological aspects; (standards.iteh.ai)
— constraints, such as time, cost, quality; ISO 21503:2017
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— interdependencies and integration among programme components;
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— logistical issues;
— diverse stakeholder viewpoints and expectations.

4.2.3 Programme purpose

The programme’s purpose should be to realize benefits, which are aligned to strategic and operational
objectives, that may not be realized when components are managed individually. The programme may
also improve efficiency, reduce threats and realize opportunities.

4.2.4 Programme establishment

When establishing a programme in an organization, the activities that should be considered, but are
not limited to, are the following:
— developing a common approach to be used across multiple programme components;
— managing stakeholders’ views and interests;
— communicating internal and external aspects of the programme;
— improving benefits realization, particularly in scheduling the early delivery of benefits;
— optimising the use of resources across programme components;
— optimising cost, schedule and quality;
— managing programme risks;

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— steering and aligning the programme components;

— supporting a business rationale, which defines the objectives of the programme;
— identifying benefits to be realized by managing the individual components as a programme;
— aligning with one or more of the strategic and operational objectives.
When establishing a programme in an organization, risk and uncertainty can be of concern. The
considerations that may be addressed, but are not limited to, are the following:
— level of complexity associated with the achievement of programme objectives;
— level of risk and uncertainty associated with the achievement of programme objectives and potential
changes;
— degree of organizational change required;
— level of risk and uncertainty regarding required resources;
— level of complexity associated with spanning one or more geographical regions.

4.2.5 Programme alignment

Programmes may be established in a single organization, across multiple organizations, or within a

project and programme portfolio. Programmes should be aligned to the governance framework for the
benefits realization to other components, organizations, or other operational functions. An example of
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programme alignment is shown in Figure 1.
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Figure 1 — Example of programme alignment within an organization

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4.2.6 Programme structure

A programme should consist of at least two programme components. The programme structure should
be designed to reflect aspects, such as outcomes and outputs required, the nature and complexity of the
work, types of components needed and characteristics of the organization performing the programme.
Figure 2 shows an example of a programme structure including programme components such as
projects, a programme and other related work.
NOTE Other related work can include activities performed by functional and operation areas that support
the programme and its components.

Figure 2 — Example of a programme structure

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4.2.7 Programme stakeholders (standards.iteh.ai)
Programme stakeholders may ISO 21503:2017
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— be affected by the programme, its outcomes or its objectives,
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— affect the programme, its outcomes, or its objectives, or
— have expectations of the programme, its outcomes, or its objectives.
Programme stakeholders may include, but are not limited to, the following:
— sponsors;
— business owners;
— programme team;
— internal and external partners and organizations;
— core functional teams;
— support teams;
— programme management office;
— users.

4.3 Concepts of programme management

4.3.1 General

This clause describes programme management, its purpose and lifecycle.

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4.3.2 Programme management

Programme management should provide a consistent approach and may include, but is not limited to,
the following:
— establishing the programme organization;
— developing and implementing the programme management plan;
— steering and aligning programme components;
— managing the programme to achieve objectives and realize benefits;
— managing stakeholders’ engagement;
— managing programme risks and issues;
— managing the integration of the performance of programme components;
— managing communication;
— managing scope, cost, schedule, resources, and quality;
— managing resources across programme components.
Programme management may enable the realization of two types of benefits:
— internal programme benefits that are generated by managing the programme components, as an
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integrated set of activities;
—
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external programme benefits that contribute to achieving strategic or operational objectives.
Benefits, tangible or intangible, may beISOrealized 21503:2017both during the programme lifecycle and after
programme closure. The programme should be organized and planned to realize benefits as early as
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4.3.3 Programme management purpose

The purpose of programme management should provide a consistent approach to the following:
— embracing complexity and uncertainty in the context of the programme;
— enabling the investment in programme components;
— aligning with the organizational strategy and risk tolerance;
— optimising the organizational capability and capacity;
— securing benefits from investment;
— identifying and managing stakeholders’ interests.

4.3.4 Programme lifecycle

The programme lifecycle should start from the time a decision is made to initiate a programme or an
agreed start date for the programme. The programme lifecycle should end when a decision is made to
end the programme or an end date for programme closure is formally agreed.
A programme may be ended due to, but not limited to, any of the following reasons:
— achieving programme benefits has been completed;
— coordinating interrelated components is no longer needed;

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