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GB/T 45494-2025Project, programme and portfolio management - Context and concepts (English PDF)

项目、项目群和项目组合管理 背景和概念

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Issued by

State Administration for Market Regulation, China National Standardization Administration

Level / Type

National · Recommended

Issue date

March 28, 2025

Implementation date

March 28, 2025

Scope

GB/T 45494-2025 is the English-translated version of 项目、项目群和项目组合管理 背景和概念.

GB/T 45494-2025 is a Chinese national standard that explains the context and basic concepts of project, programme and portfolio management. It is equivalent to ISO 21500:2021.

The contents move from an overview of the three disciplines and their relationship to the organisational and external environment, strategy implementation, and a combined governance and management path.

It then describes the family of related management standards, the benefits of applying them to projects, programmes, portfolios and governance, and points to consider when choosing among them.

It is intended for most organisations, public or private, regardless of size, type, complexity or duration of work. Issued on 28 March 2025 and applicable from 28 March 2025.

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Document preview — GB/T 45494-2025

National Standard of the People's Republic of China

ICS
03.100.40
Classification
A 01

Issued by: State Administration for Market Regulation, China National Standardization Administration

Contents

  • Preface
  • 1 Scope
  • 2 Normative references
  • 3 Terms and Definitions
  • 4 Project, programme and portfolio management concepts
  • 4.1 Overview
  • 4.2 Projects, programmes and portfolios
  • 4.3 Organizational environment
  • 4.4 External Environment
  • 4.5 Strategy Implementation
  • 4.6 Comprehensive governance and management path
  • 5 Project, Programme and Portfolio Management Standards
  • 5.1 Overview
  • 5.2 Overview
  • 5.2.1 Core Standards
  • 5.2.2 Supporting standards and terminology
  • 5.3 Benefits of applying P3 management standards
  • 5.3.1 Overview
  • 5.3.2 Project Management
  • 5.3.3 Project Group Management
  • 5.3.4 Project Portfolio Management
  • 5.3.5 Governance
  • 5.4 Considerations for selecting standards
  • Reference

Foreword

This document is in accordance with the provisions of GB/T 1.1-2020 "Guidelines for standardization work Part 1: Structure and drafting rules for standardization documents" Drafting.

This document is an equivalent to ISO 21500:2021 Project, programme and portfolio management - Context and concepts.

1 Scope

This document provides the organizational context and basic concepts for project, program and portfolio management and provides guidance for organizations adopting or improving Provides guidance on the project, program and portfolio management standards developed by SAC/TC343.

This document is applicable to most organizations, both public and private, regardless of size or type. projects, programmes and portfolios, regardless of their complexity, size or duration.

For further guidance on project, programme and portfolio management and their governance, see GB/T 37507, GB/T 41246, GB/T 37490 and GB/T 41245.

2 Normative references

This document has no normative references.

3 Terms and definitions

The following terms and definitions apply to this document.

3.1 Benefit

Advantages, value or other positive impact created. [Source: ISO /T R21506.2018,3.6]

3.2 Business case

written justification supporting commitment decisions for a project (3.15), programme (3.12) or portfolio (3.9) [Source: ISO /T R21506.2018,3.8]

3.3 Deliverable

unique and verifiable element that a project (3.15) needs to produce [Source: ISO 21502:2020, 3.9]

3.4 Governance

The principles, policies and frameworks that guide and control an organization. [Source: ISO /T R21506.2018,3.25]

3.5 Governing body

The person, group or entity responsible for the governance (3.4) of an organization, organizations or part of an organization [Source: ISO /T R21506.2018,3.26]

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This preview omits tables, figures, formulas and parts of the technical clauses. The complete document — 12 pages — is available in the English PDF.

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