This article explains the pyramid of planned outcomes from a corporate and enterprise perspective, how it is structured, why executives rely on it, and how it supports governance, prioritization, and value realization at scale.

The owner of the project is not the project manager, the PMO, or a committee. It is the individual accountable for ensuring the project delivers its intended business value. In large organizations, clear project ownership is foundational to governance, delivery discipline, and strategic alignment.

The key elements of a project management framework are governance, accountability, lifecycle structure, control mechanisms, performance management, and value realization. In enterprise environments, these elements work together to provide consistency without constraining flexibility.

In this blog, we’ll explore the concept of a Value Management Office, its structure, its role within business and how it differs from PMO