基于项目集是如何被启动或认知的角度，PMI在《项目集管理标准》(第三版)将项目集分成三种类型：

1. Strategic Programs—Initiated as a result of the organization’s strategic planning process, typically through a portfolio management function (e.g., a new product or service launch or an organizational redesign). These initiatives typically support the organization’s strategic goals and objectives and enable the organization’s vision and mission.

1. 战略项目集——组织战略规划过程的结果，一般通过项目组合管理功能而启动(例如，新产品或新服务投入或者组织重新设计)。这种初始方案通常支持组织的战略、目的和目标，同时成就组织的愿景和使命。

2. Compliance Programs—Initiated as a result of legislation, regulations, or contractual obligations (e.g., international banking regulations, fuel emission standards, or data privacy and security requirements). These initiatives are typically not strategic in nature but must be performed by the organization.

2. 合规项目集——立法、规章或合同义务的结果而启动(例如，国际银行交易规则、燃气释放标准、或数据保密与安全需求)。这种初始方案通常本质上没有战略性质，但是组织按照相关法规而必须执行。

3. Emergent Programs—Initiated as a result of the organization recognizing that disparate initiatives are related through a common outcome, capability, strategic objective, or delivery of a collective set of benefits (e.g., a process improvement program integrated with a complementary software development initiative). These initiatives may be grouped together if the organization determines that they could benefit by managing them as a program.

3. 新兴项目集——组织意识到这些分离的初始方案是通过共同的结果、能力、战略目标或一系列聚合收益的交付而启动(例如，整合互为补充的软件开发初始方案的过程改进项目集)。如果组织决定通过项目集来管理这些初始方案会更有收益，这些初始方案可能会整合成项目集。

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