This book analyses the governance of public finance management reforms in a context of fragility. It is informed by the author's experience in the field, where he has worked for several years in the engineering of public finance management reforms, including diagnosis, design, implementation, evaluation, technical assistance and international comparisons. It describes the different manifestations of fragilities that can impact the reform environment, disrupt its trajectory and reflect on the set objectives and expected results. It proposes a project management approach for conducting public finance management reforms, distinguishing between project ownership and implementation, and identifying all the other actors with their respective roles as well as the spaces for dialogue for the successful construction of the reform. It makes a clear distinction between reforms that are urgent and those that must stand the test of time, by putting into perspective the diagnostic tools that enable a good reform strategy to be built.