In the latest edition (4th) of the PMBoK the framing of Projects, Programs and Portfolios has been expanded. Some of the highlights which I found most interesting include:
- An implication that program managers actively manage project managers while portfolio managers are less hands on and only provide coordiantion.
- it is normal to have a mixture of individual projects and programs in a Portfolio.
Also there is an expanded section about the Project Mangement Office (PMO) with a basic Service Catalog. We have developed a similar service catalog with basically the same content as can be found in section 1.4.4 :
- Managing shared resources (This will true for a Strong Matrix or Project Organization)
- Developing a Project Management Methodology for our Corporate Domains (One of our Favorites)
- Monitoring Compliance with project management standards, policies and procedures (Normally coordinated with quality departments)
- Coaching and Training
- Developing organizational process assets
- Coordinating Communication across projects (Program and Portfolio Roles)
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