This book addresses a critical but often overlooked perspective in project management: that of organizations that acquire projects from the market and must govern results delivered by external suppliers.

Grounded in established frameworks such as PRINCE2 and PM², and enriched by decades of international experience, the book guides executives, Project Managers, PMOs, senior managers, functional leaders, procurement professionals, and public administrations through the full project life cycle from business case and portfolio selection to planning, baseline definition, execution control, closure, and handover.

At the center of this approach is the Project Operational Plan: the operational backbone that connects governance, planning, supplier control, communication, and value realization transforming supplier execution into controlled, traceable, and valuable organizational outcomes.