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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
▼
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