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Project and Portfolio Maturity for Waterfall and Agile: Convergence of Layered Needs in Different Ecosystems

Project and Portfolio Maturity for Waterfall and Agile: Convergence of Layered Needs in Different Ecosystems

Jurgen Janssens
Copyright: © 2018 |Pages: 25
ISBN13: 9781522531975|ISBN10: 1522531971|EISBN13: 9781522531982
DOI: 10.4018/978-1-5225-3197-5.ch013
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MLA

Janssens, Jurgen. "Project and Portfolio Maturity for Waterfall and Agile: Convergence of Layered Needs in Different Ecosystems." Developing Organizational Maturity for Effective Project Management, edited by Gilbert Silvius and Gamze Karayaz, IGI Global, 2018, pp. 253-277. https://doi.org/10.4018/978-1-5225-3197-5.ch013

APA

Janssens, J. (2018). Project and Portfolio Maturity for Waterfall and Agile: Convergence of Layered Needs in Different Ecosystems. In G. Silvius & G. Karayaz (Eds.), Developing Organizational Maturity for Effective Project Management (pp. 253-277). IGI Global. https://doi.org/10.4018/978-1-5225-3197-5.ch013

Chicago

Janssens, Jurgen. "Project and Portfolio Maturity for Waterfall and Agile: Convergence of Layered Needs in Different Ecosystems." In Developing Organizational Maturity for Effective Project Management, edited by Gilbert Silvius and Gamze Karayaz, 253-277. Hershey, PA: IGI Global, 2018. https://doi.org/10.4018/978-1-5225-3197-5.ch013

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Abstract

Projects, programs, and portfolios can be safeguards for organizational continuity, enablers of evolutions, or catalysts for change. It is therefore essential to take the maturity into account of the organization they are serving. It is by embedding attention for it on the different levels that the drawbacks of maturity concerns can be turned into micro-catalysts for change, advancement, and success. This chapter analyzes different complementary components of organizational maturity, mainly maturity for program and portfolio management, the maturity of the relation between project and resource management, and maturity on strategy management. The levering potential of maturity risks is briefly be addressed. To give more depth to the silver lining, two cases are integrated. Together, they illustrate that attention for the organizational maturity concern is a concern that goes beyond the differences between traditional Waterfall projects and more agile paced contexts.

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