Maturity within project-, program- and portfolio management speaks to the organization’s ability to create successful changes through portfolios, projects and programs. With a P3M3® maturity
Organizations can be very used to or not as used to completing projects and programs. This is really dependant on the organizational maturity. This is
Transformations are extensive initiatives, that demand careful management. With program management you create coherence and administration, so the transformation not only progresses but also gives
Organizations consist of people, and the project work is carried by relations. Therefore, successful organizational implementation requires an ability to put yourself in other people’s
ojekter sættes i verden for at levere en eller flere gevinster. Men gevinsterne bliver desværre ikke altid til virkelighed. I Peak arbejder vi målrettet med at realisere gevinsterne ved at identificere, måle og handle på dem før, under og efter et givent projekt.
An organization’s projects and other initiatives must underpin the business strategy. However, it can be hard for management to maintain an overview and prioritize between
All organizations have projects and many also have project-, program- and portfolio-offices. Few businesses, however, have the competencies or the methodical approach in place to
Organizations consist of and are run by people. Still, we often forget this when we have to manage changes. With the transformation-model the work with