ABSTRACT
As executives in organizations from every industry sector continue to recognize the importance of programs and projects to overall success, the emphasis on continuous improvement in portfolio, program and project management processes increases. A portfolio process that has been in place and followed or a program or project management process that an Enterprise Program Management Office (EPMO) may have developed and implemented, even only a year ago, may require revisions and updates. Strategic changes may be responsible. Such activities as mergers, acquisitions or downsizing may cause a process to go out of date or be overcome by events. As such, they may no longer meet the needs of the practitioners. Assessing the overall maturity in terms of portfolio, program and project management is therefore one way to determine whether improvements are required, and if so, which improvements are the ones of the highest priority to implement.
