ABSTRACT
This conclusion presents some closing thoughts on the key concepts discussed in this book. The book looks at the governance of project management, portfolios, programs and projects. It summarizes the processes, roles and responsibilities of managers chartered with the governance of these organizations. The book explains the different preferences organizations have in goal setting for their projects and the related progress control techniques. It discusses the existing governance theories and existing methods, standards, guidelines and research results into a single model for governance of project management, portfolios, programs and projects. The book reflects the current understanding and provides guidance for governance in practice. The two aspects of governance of projects, such as, programs and portfolios and governance of project management were linked through the paradigms of how projects are to be managed within an organization. The model guides organizations in how and why they might develop their project management capabilities and to what extent.
