This article provides an overview and summary of the COBIT 5 process Manage Programme and Projects, which is part of the Management – build (Build, Acquire, Implement) domain.

The purpose of this COBIT 5 process is to manage all the IT programmes and projects from the agreed investment portfolio. This includes the initiation, planning, controlling, and executing of the programmes and projects. The goal is to realise organisation benefits and reduce the risk of delays, costs over runs and management of all the stakeholders to ensure delivery of quality solutions.

The following sub-governance processes are further supported by a list of control activities:

  1. Maintain a standard approach for programme and project management. This enables governance and management review and decision making and delivery management activities focussed on achieving value and goals.
  2. Initiate a programme. Initiate a programme to confirm the expected benefits and obtain authorisation to proceed. This includes agreeing on programme sponsorship, confirming the programme mandate through approved organisation case.
  3. Manage stakeholder engagement. Manage stakeholder engagement to ensure an active exchange of accurate, consistent and timely information.
  4. Develop and maintain the programme plan. Formulate a programme to lay the initial groundwork and to position it for successful execution by formalising the scope of the work to be accomplished and identifying the key deliverables.
  5. Launch and execute the programme. Launch the programme to acquire and direct the resources needed to accomplish the goals and benefits of the programme.
  6. Monitor, control and report on the programme outcomes. Monitor and control programme (solution delivery) and performance against plan.
  7. Start up and initiate projects within a programme. Define and document the nature and scope of the projects within the programme.
  8. Plan projects. Establish and maintain a formal, approved integrated project plan (covering organisation and IT resources) to guide project execution and control throughout the life of the project.
  9. Manage programme and project quality. Prepare and execute a quality management plan, processes and practices, aligned with the QMS that describes the programme and project quality approach and how it will be implemented.
  10. Manage programme and project risk. Eliminate or minimise specific risk associated with programmes and projects through a systematic process of planning, identifying, analysing, responding to, and monitoring and controlling.
  11. Monitor and control projects. Measure project performance against key project performance criteria such as plan, quality, cost and risk.
  12. Manage project resources and work packages. Manage project work packages by placing formal requirements on authorising and accepting work packages, and assigning appropriate resources.
  13. Close a project or iteration. At the end of each project ensure approval from stakeholder to confirm whether the project has delivered the planned results and value.
  14. Close a programme. Formally remove the programme from the active investment portfolio.

For more information please contact Morland-Austin at