Introduction to Enterprise Project Governance 13 and planning and implementing a customized change program. Corrective approaches to unexpected roadblocks include backtracking, reanalysis, and replanning. The individual components of EPG, such as project portfolio man- agement, program management, PMOs, and management of individual proj- ects, are often implemented independently from EPG, and they also present challenges and roadblocks that ultimately have impacts on the effort to insti- tute project management seamlessly across the enterprise. Conclusions Project management began with the intuitive logic of ancient architects and evolved through successive stages of development: single projects, methodolo- gies, software, multiple projects, programs, project portfolios, project manage- ment offi ces, and issues of governance. So the view of project management has broadened over the years. This view has evolved to the level of project gover- nance, which is the umbrella of policies and criteria that comprise the laws for the components of the world of projects. EPG has evolved in part due to the dynamic changes that have affected overall corporate governance beginning in the 1990s. Pressures from the mar- ketplace, governments, and regulatory agencies have placed a disconcerting spotlight on company boards to ensure that decisions and corresponding ac- tions are fully traceable from the top down. Since a major part of organizational survival depends on new projects, EPG adds that measure of traceability and corresponding accountability to the basics of corporate governance. American Management Association www.amanet.org