POSTER 01
Section 1 · The Whole System on One Page
The PMI Ecosystem — Master Map
Shows how strategy cascades down into delivery and how value flows back up; which of the seven standards governs each layer; and who holds decision authority. This is the index to the whole wall.
Visual Map — Strategy → Delivery → Value
Risk Standard
A single risk lens spans every level — Enterprise → Portfolio → Program → Project. Same language, scaled.
Governance
Authority, funding & decisions move down ▼. Reporting, benefits & learning move up ▲.
Drives all
Organisational Strategy
Vision, mission, objectives — the "why" everything must serve.
▼ aligns / funds
Portfolio Std
Portfolio — do the RIGHT things
The org's programs, projects & operations chosen to meet strategy. Components need not be related.
▼
Program Std
Program — coordinate for BENEFITS
Related projects + sub-programs + ops managed together to deliver benefits unattainable separately.
▼
PMBOK Guide
Project — do things RIGHT
A temporary effort creating a unique output (product, service, result).
▼ produces
Outputs
(deliverables)▶ Outcomes
(change)▶ Benefits
(gains)▶ VALUE
(deliverables)▶ Outcomes
(change)▶ Benefits
(gains)▶ VALUE
▼
Operations → Customer
Run & sustain the output so benefits keep flowing. Value is realised here, often after the project closes.
OPM Standard
The container: aligns portfolio + program + project management to strategy via governance, methods & culture.
Business Analysis
Cross-cutting. Defines the right needs & requirements so the right thing gets built at every level.
EVM Standard
A performance lens integrating scope + schedule + cost to answer "are we on track & what will it cost?"
Portfolio
Program
Project
Value
Key Concepts
- Portfolio
- Doing the right work — strategic selection & balance.
- Program
- Coordinated delivery of benefits across components.
- Project
- Doing work right — a unique, temporary endeavour.
- Output
- The deliverable a project hands over.
- Outcome
- The change/result the output enables.
- Benefit
- The measurable gain to the organisation.
- Value
- Worth to stakeholders — financial or not.
- Governance
- Authority, decisions, oversight (the "rules").
- Management
- Day-to-day execution within those rules.
Relationships — How the layers connect
- Money & mandate flow down; benefits, status & lessons flow up.
- A program groups related projects to unlock benefits no single project could.
- A portfolio groups programs/projects/ops — related or not — to meet strategy.
- OPM is the system that keeps all three aligned to strategy.
- BA feeds every level the right requirements; Risk gives every level one risk language; EVM gives every level one performance language.
Exam Concepts
- Portfolio components are not necessarily related; program components are.
- Output ≠ outcome ≠ benefit ≠ value — know the ladder.
- "Tactical vs strategic": project=tactical, portfolio=strategic.
- Governance ≠ management.
Executive View
- Allocate capital to the highest-value mix, not the loudest sponsor.
- Kill, pause or continue investments at gates.
- Steer by value & benefits, not just on-time/on-budget.
- Confirm strategy is actually being executed.
Industry Example — Defence shipbuilding
Defence
- Portfolio: naval capability investments.
- Program: a frigate class program.
- Projects: hull, combat system, integration.
- Benefit→Value: in-service readiness → security.
Memory Hooks
- "Right things → right way → done right" = Portfolio → Program → Project.
- Money goes DOWN ▼, Value comes UP ▲.
- P-P-P: Pick · Pace · Produce.
60-sec Review
Name the 5 layers, top to bottom
Who governs each layer?
Match each layer to its standard
Output→Outcome→Benefit→Value
Where do Risk, OPM & EVM sit?
PMI Visual Wall · Poster 01 of the system · original instructional design · A3 landscape