1、BSI Standards PublicationBS ISO 21504:2015Project, programme andportfolio management Guidance on portfoliomanagementBS ISO 21504:2015 BRITISH STANDARDNational forewordThis British Standard is the UK implementation of ISO 21504:2015.The UK participation in its preparation was entrusted to TechnicalCo
2、mmittee MS/2, Project, programme and portfolio management.A list of organizations represented on this committee can beobtained on request to its secretary.This publication does not purport to include all the necessaryprovisions of a contract. Users are responsible for its correctapplication. The Bri
3、tish Standards Institution 2015. Published by BSI StandardsLimited 2015ISBN 978 0 580 82988 8ICS 03.100.01Compliance with a British Standard cannot confer immunity fromlegal obligations.This British Standard was published under the authority of theStandards Policy and Strategy Committee on 31 July 2
4、015.Amendments issued since publicationDate Text affectedBS ISO 21504:2015 ISO 2015Project, programme and portfolio management Guidance on portfolio managementManagement de projets, programmes et portefeuilles Directives sur le management de portefeuillesINTERNATIONAL STANDARDISO21504First edition20
5、15-07-01Reference numberISO 21504:2015(E)BS ISO 21504:2015ISO 21504:2015(E)ii ISO 2015 All rights reservedCOPYRIGHT PROTECTED DOCUMENT ISO 2015, Published in SwitzerlandAll rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or
6、 by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISOs member body in the country of the requester.ISO copyright officeCh. de Blandonnet 8 C
7、P 401CH-1214 Vernier, Geneva, SwitzerlandTel. +41 22 749 01 11Fax +41 22 749 09 47copyrightiso.orgwww.iso.orgBS ISO 21504:2015ISO 21504:2015(E)Foreword vIntroduction vi1 Scope . 12 Terms and definitions . 13 Principles of portfolio management 13.1 Context and need for portfolio management 13.2 Overv
8、iew of portfolio management 23.2.1 Portfolio management 23.2.2 Portfolio structure 33.2.3 Capabilities and constraints . 33.2.4 Opportunities and threats . 43.3 Roles and responsibilities . 43.3.1 General principles . 43.3.2 Defining decision rights for portfolio content 43.4 Stakeholder engagement
9、and management 44 Prerequisites for portfolio management 44.1 Overview 44.2 Justification for portfolio management . 54.3 Portfolio management framework 54.4 Types of portfolio components . 54.5 Criteria for selecting and prioritizing portfolio components . 54.6 Alignment with organizational process
10、es and systems 54.7 Visibility of the portfolio . 64.8 Portfolio performance reporting structure 64.9 Improving portfolio management 64.10 Governance of portfolios 75 Managing portfolios 75.1 Overview 75.2 Defining the portfolio 75.3 Identifying potential portfolio components 75.4 Defining the portf
11、olio plan 75.5 Assessing and selecting portfolio components . 85.5.1 Overview . 85.5.2 Assessing current state 85.5.3 Selecting portfolio components 85.6 Validating portfolio alignment to strategic objectives 85.6.1 Overview . 85.6.2 Alignment with strategic objectives 95.6.3 Maintaining alignment w
12、ith risk tolerance and resource capacity and capability . 95.6.4 Documenting and evaluating results of alignment actions . 95.7 Evaluating and reporting portfolio performance 95.7.1 Overview . 95.7.2 Establishing the portfolio performance measurement baseline .105.7.3 Managing portfolio performance
13、105.7.4 Reporting portfolio performance .105.7.5 Managing the integration of benefits 105.8 Balancing and optimizing the portfolio 115.8.1 Overview 115.8.2 Optimizing portfolio components 115.8.3 Maintaining the portfolio 115.8.4 Optimizing resources 115.8.5 Managing portfolio risks 12 ISO 2015 All
14、rights reserved iiiContents PageBS ISO 21504:2015ISO 21504:2015(E)5.8.6 Controlling portfolio change . 12Annex A (informative) Governance of portfolios 13iv ISO 2015 All rights reservedBS ISO 21504:2015ISO 21504:2015(E)ForewordISO (the International Organization for Standardization) is a worldwide f
15、ederation 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 committee has been established has the right to be represented on that co
16、mmittee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.The procedures used to develop this document
17、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, P
18、art 2. www.iso.org/directivesAttention 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 any patent rights identified during the development of the do
19、cument will be in the Introduction and/or on the ISO list of patent declarations received. www.iso.org/patentsAny trade name used in this document is information given for the convenience of users and does not constitute an endorsement.For an explanation on the meaning of ISO specific terms and expr
20、essions related to conformity assessment, as well as information about ISOs adherence to the WTO principles in the Technical Barriers to Trade (TBT), see the following URL: Foreword - Supplementary informationThe committee responsible for this document is Technical Committee ISO/TC 258, Project, pro
21、gramme and portfolio management. ISO 2015 All rights reserved vBS ISO 21504:2015ISO 21504:2015(E)IntroductionThis International Standard provides guidance on the principles of project and programme portfolio management. Typically, management of a project and programme portfolio supports the organiza
22、tions strategies to deliver organizational value.This International Standard is intended to be used by:a) executives and senior managers responsible for setting and implementing organizational strategy and business planning;b) decision makers responsible for selecting, authorizing and governing proj
23、ects, programmes and portfolios;c) teams and individuals responsible for implementing and managing the project and programme portfolios;d) project and programme managers and other stakeholders.vi ISO 2015 All rights reservedBS ISO 21504:2015Project, programme and portfolio management Guidance on por
24、tfolio management1 ScopeThis International Standard provides guidance on the principles of project and programme portfolio management. This International Standard is relevant to any type of organization including public or private and any size organization or sector.The guidance presented in this In
25、ternational Standard is intended to be adapted to suit the specific environment of the project and programme portfolio.This International Standard does not provide guidance on project management, programme management, or general business portfolio management (e.g. financial portfolio management).2 T
26、erms and definitionsFor the purposes of this document, the following terms and definitions apply. For ease of readability, the term “portfolio” is used throughout this document to mean “project and programme portfolio”.2.1portfoliocollection of portfolio components grouped together to facilitate the
27、ir management to meet, in whole or in part, an organizations strategic objectives2.2portfolio componentproject, programme, portfolio, or other related work2.3portfolio managerperson or organization responsible for applying portfolio management to a portfolio who may be supported by a portfolio manag
28、ement team2.4strategic alignmentresult of selecting and adjusting portfolio components to contribute to accomplishing an organizations strategic objectives3 Principles of portfolio management3.1 Context and need for portfolio managementAn organizations strategic objectives, as well as other organiza
29、tional considerations such as market or financial, guide the decision to implement portfolio management. When deciding whether to adopt portfolio management, each organizations context will depend on considerations such as:a) an evaluation of the impact of introducing portfolio management into the o
30、rganization, including the organizations capability to absorb changes in terms of structure, responsibilities and culture;b) an assessment of the threats and opportunities associated with the implementation of portfolio management.INTERNATIONAL STANDARD ISO 21504:2015(E) ISO 2015 All rights reserved
31、 1BS ISO 21504:2015ISO 21504:2015(E)Figure 1 A view of portfolio management in contextAs Figure 1 illustrates, portfolio management addresses the need for a consistent approach to manage strategically aligned projects, programmes, portfolios and other related work within an organizational environmen
32、t of varying complexity and uncertainty so as to:1) enable investment in portfolio components to be aligned with the organizations strategy;2) optimize organizational capability and capacity;3) maximize benefits from investment;4) identify and manage stakeholders expectations;5) provide visibility o
33、f portfolio component activity and status.The principles described should be applied regardless of the organizational environment. In addition, for portfolio management to maximize benefits aligned to the organizations strategy there are prerequisites that should be in place to support portfolio man
34、agement.3.2 Overview of portfolio management3.2.1 Portfolio managementPortfolio management should include a set of interrelated organizational processes and methods by which an organization allocates resources to implement its strategic objectives.Portfolio management aligns the portfolio components
35、 with an organizations strategic objectives, stakeholder priorities, and values such as sustainable practices and ethical principles. As shown in Figure 2, portfolio management may also be described as a continuous decision-making process, whereby an organizations list of portfolio components is sub
36、ject to periodic review for alignment with the organizations strategy. In this approach, new opportunities or threats are evaluated, selected, prioritized and authorized. Portfolio components may be modified, accelerated, postponed or terminated.2 ISO 2015 All rights reservedBS ISO 21504:2015ISO 215
37、04:2015(E)Figure 2 A view of portfolio management3.2.2 Portfolio structureA portfolio may be structured as a hierarchy in which higher-level portfolio components are made up of several lower-level portfolio components, as illustrated in Figure 3. There are other relationships not illustrated in Figu
38、re 3, such as regarding resources, technology and communication. The portfolio structure represents a snapshot of portfolio components and is reflective of the strategic objectives of the organization to which it is aligned.Figure 3 Example of a portfolio structureThe structure within the portfolio
39、may include a minimum of two portfolio components.3.2.3 Capabilities and constraintsPortfolio capability is the ability of the organization to apply resources to achieve strategic objectives.Decision makers should determine if the work within the portfolio can be accomplished. An organization should
40、 provide and maintain the capabilities it needs to run the organization in its current state and to implement the necessary changes to move it towards its strategic objectives.A portfolio constraint may keep the portfolio from achieving the envisioned strategic objectives or cause the strategic obje
41、ctive to be modified or reprioritized. Constraints can originate from internal or external sources. The organization should have direct control over internal constraints, however the organization may only be able to influence, comply with or react to external constraints. Constraints may include fac
42、tors such as governance, resources, social responsibility, culture, risk tolerance, sustainability and legal or regulatory requirements. ISO 2015 All rights reserved 3BS ISO 21504:2015ISO 21504:2015(E)3.2.4 Opportunities and threatsOpportunities and threats can come from the strategy, customer reque
43、sts, evolution of offerings, or internal improvements. In some cases the identification of opportunities and threats may be part of portfolio management. The response to opportunities or threats may lead to one or more new portfolio components or may modify one or more existing portfolio components.
44、An organization should define the boundaries between strategy and portfolio management, so that it is clear how they influence each other. The strategic objectives should determine what opportunities and threats should be addressed and prioritized. Opportunities or threats may redefine the strategy.
45、3.3 Roles and responsibilities3.3.1 General principlesDecision makers should be assigned their authority, accountability and responsibility to take actions by the owners or legal entity controlling the organization. Such authority should be assigned for specific actions and decisions and is limited
46、to the portfolio and its components. Other roles and responsibilities should be defined together with the limits of any assigned authorities. Portfolio management requires competent individuals applying their knowledge and experience. Executives and senior management should demonstrate leadership an
47、d commitment with respect to portfolio management.3.3.2 Defining decision rights for portfolio contentRoles, responsibilities, authorities and accountabilities should be assigned to enable consistent decision-making across the organization to support effective portfolio management. Decision rights s
48、hould be defined for:a) executives and senior managers responsible for setting and evaluating organizational strategy and business planning;b) decision makers who authorize changes to a portfolio;c) managers who direct the day to day activities of the portfolio, within agreed limits;d) stakeholders
49、who support decision-making.3.4 Stakeholder engagement and managementStakeholder engagement and management should be performed. Stakeholders may include those involved in strategic and business planning, project and programme management and project or programme management offices. Other stakeholders should be identified through an agreed stakeholder identification and analysis process.4 Prerequisites for portfolio management4.1 OverviewThis clause addresses the prerequisites that an organization should meet in order to set up and m
