In many organisations, it remains a gap in the governing surveillance of project activities (APM, 2004). This
situation is no longer possible, since organizational strategies are no longer limited to maximize production results.
Organisations are more concerned to address multiple market changes and to improve the Organization’s image on
fields such as sustainability and social responsibility. These required changes only may be successfully
implemented through projects, programmes and portfolios, managed under an adequate project management
governance model, coexisting with the Organization’s governance framework.