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The focus of program and portfolio management (PPM) efforts is shifting, to creating reliable deliverables of maximum business value for the minimum cost. Such efforts must also consider the need to quickly implement or adapt rapidly changing strategies.
Increasingly complex, interconnected organizations require an alternative approach to managing change that may fly in the face of traditional management theory and practice. This research offers PPM professionals suggestions on how to recognize and change with complex adaptive systems.
What common wisdom for PPM is quickly becoming incorrect or insufficient? What scenarios will describe the future foundations of PPM? What actions should PPM leaders take today to prepare for the future? Gartner VP and Distinguished Analyst Audrey L. Apfel addresses the key inflection points, changing assumptions and major trends occurring within the disciplines of project, program and portfolio management.
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