structure (PBS), cost breakdown structure (CBS), risk breakdown structure (RBS), and resource breakdown structure (ResBS). International standards There are several project management standards, including: The ISO standards ISO 9000, a family of standards for quality management systems, and the ISO 10006:2003, for Quality management systems and guidelines for quality management in projects. ISO 21500:2012 – Guidance on project management. This is the first International Standard related to project management published by ISO. Other standards in the 21500 family include 21503:2017 Guidance on programme management; 21504:2015 Guidance on portfolio management; 21505:2017 Guidance on governance; 21506:2018 Vocabulary; 21508:2018 Earned value management in project and programme management; and 21511:2018 Work breakdown structures for project and programme management. ISO 31000:2009 – Risk management. ISO/IEC/IEEE 16326:2009 – Systems and Software Engineering—Life Cycle Processes—Project Management Individual Competence Baseline (ICB) from the International Project Management Association (IPMA). Capability Maturity Model (CMM) from the Software Engineering Institute. GAPPS, Global Alliance for Project Performance Standards – an open source standard describing COMPETENCIES for project and program managers. HERMES method, Swiss general project management method, selected for use in Luxembourg and international organizations. The logical framework approach (LFA), which is popular in international development organizations. PMBOK Guide from the Project Management Institute (PMI). PRINCE2 from AXELOS. PM²: The Project Management methodology developed by the [European Commission]. Procedures for Project Formulation and Management (PPFM) by the Indian Ministry of Defence Team Software Process (TSP) from the Software Engineering Institute. Total Cost Management Framework, AACE International's Methodology for Integrated Portfolio, Program and Project Management. V-Model, an original systems development method. Program management and project networks Some projects, either identical or different, can be managed as program management. Programs are collections of projects that support a common objective and set of goals. While individual projects have clearly defined and specific scope and timeline, a program’s objectives and duration are defined with a lower level of granularity. Besides programs and portfolios, additional structures that combine their different characteristics are: project networks, mega-projects, or mega-programs. A project network is a temporary project formed of several different distinct evolving phases, crossing organizational lines. Mega-projects and mega-programs are defined as exceptional in terms of size, cost, public and political attention, and competencies required. Project portfolio management An increasing number of organizations are using what is referred to as project portfolio management (PPM) as a means of selecting the right projects and then using project management techniques as