ABSTRACT
This chapter examines establishing programmes in organizations that have little or no previous programme management experience. A programme organization has to be established above any existing dedicated project organization. In addition to dealing with programmes and their internal management, organizations are faced with external influencing factors. An organization has to decide for itself how to use and handle the entire topic of governance in the context of portfolio, programme and project management. A good governance framework supports the set-up of deliverable-orientated initiatives in the form of projects and also the set-up of benefits-orientated initiatives in the form of programmes. It soon becomes obvious that an organization needs to provide clarity in the use of the term 'programme' and that the term must be defined clearly within the organization. In most organizations the company's enterprise programme management office (EPMO) takes the responsibility for this task. The EPMO communicates the key performance indicators which are necessary for the control of the portfolios.
