• Publisher

    TSO, The Stationery Office

  • Date of

    November 27, 2022

  • Book size

    172 pages

  • Format

    Paperback & Kindle


About the book

“Project, Programme and Portfolio Governance” by Ross Garland and Adrian Morey provides the knowledge and understanding necessary to design, implement, and operate effective and efficient governance arrangements for an organization’s portfolio of projects and programs. It is a practitioner’s guide and so takes a practical approach. The guide is principles-based thereby allowing organizations and practitioners the flexibility necessary to address their specific circumstances. The principles are grounded in logic and practice and the guide explains both how and why they are applied. It is applicable to all sectors including hard infrastructure, Information and Communications Technology (ICT), and business change.

The guide:

• Provides the knowledge and understanding necessary to design, implement, and operate effective and efficient project, program, and portfolio governance arrangements.

• Shows how governance can be adapted to the specific organizational and project/programme circumstances.

• Applicable to all areas in both the public and private sectors.

• Explains both the “how” and the “why”.

• Grounded in logic and practice.

• Practical, pragmatic, principles-based approach.

• Addresses both traditional and agile methods.

AIPMO Review

Rating: 6.3 – The book presents a structured exploration of project, program, and portfolio governance, advocating a principles-based framework aimed at enhancing accountability and decision-making processes. Authored by established authors, Ross Garland and Adrian Morey, the book is tailored to those familiar with traditional methodologies such as PRINCE2 (Agile), MSP, and MoP, providing a sequential breakdown from basic concepts to the practical application of ten core governance principles.

While it stands out for its clarity and systematic approach, offering solid ground for readers versed in conventional project management frameworks, the book conspicuously omits thorough treatment of agile practices. It falls short in extending its comprehensive coverage to agile-centric organizations that operate with permanent cross-functional teams, a pivotal aspect in today’s fast-paced business landscapes. 

The authors introduce case studies purportedly to demonstrate governance in action. However, their impact is diluted by the lack of real-world organizational contexts, prompting considerations regarding their practical authenticity. Nevertheless, the expertise of Garland and Morey, recognized for their significant contributions to the field, imparts a level of authority and trustworthiness to the narrative. 

Visually, the book maintains a functional and consistent aesthetic, with charts and graphics that facilitate understanding. However, it lacks an overarching visual representation that could synthesize the governance principles into a cohesive whole. This absence is reflective of a broader gap in the book: while proficient in detailing the structure of governance frameworks, it does not provide specific insights for navigating governance within the dynamics of agile environments. 

In summary, this book is a commendable resource for new or intermediate practitioners seeking to grasp the tenets of traditional governance. Yet, for those searching for innovative solutions or agile governance strategies, it offers limited guidance, indicating room for further development in its scope and applicability.

AIPMO's 10-point scale