DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG...

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PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office. 4 JUNI 2013 DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman

Transcript of DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG...

Page 1: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

4 JUNI 2013

DE WENDBARE ORGANISATIE

16E BPUG SEMINAR

Praktijkcases: P3M3 volwassenheidsmodel

Bert Hedeman & Henny Portman

Page 2: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

Do not put content

on the brand

Biography: Henny Portman

Now:

• PMO Consultant for Insurance/Investment Management

• Partner Hedeman Consulting

• APMG certified PRINCE2 trainer

• Co-owner Project Management portal, Blog

• Author of PM articles and books

• Joined ING in 1981

• Tiel Utrecht Verzekeringen: Developer/Analyst/Head System Development

• Consultancy ING Fatum Paramaribo, Suriname

• ING Investment Management Nederland: Head IT

• ING Investment Management Europe: PMO Head

• ING Insurance Central Europe: Regional PMO head

• ING Insurance STO: Global PMO Head

• I build hub and spoke PMO’s in Europe and Asia

Page 3: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

25 jaar project- en programmamanager

10 jaar professionaliseren organisaties, doorvoeren veranderingen

Adviseur directies bij invoering besturing project, programma en portfolio’s

Coach project- en programmamanagers

Trainer PRINCE2, MSP, P3O, MoP, M_o_R en IPMA

Auteur en redacteur van verschillende boeken

[email protected]

Bert Hedeman

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PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Agenda

• Intro

• Volwassenheidsmodellen

• Theorie

• Voorbeelden OPM3, P3M3, P2MM

• Praktijkvoorbeelden

• ING Verzekerings Mij’en Oost-Europa

• Totaal ING Europa

• AZL

• Leerpunten

4

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PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Studies laten zien dat meer dan 50% van de projecten niet succesvol zijn

Organisaties willen succesgraad en voorspelbaarheid van hun initiatieven verbeteren

Volwassenheidsmodellen:

• Gestructureerde verzameling van karakteristieken van effectieve processen en competenties, die de succesgraad en voorspelbaarheid van initiatieven verbeteren

Volwassenheidsmodellen levert:

• Helder startpunt

• Gemeenschappelijke taal en visie

• Visualiseert gap tussen huidige status en ambitieniveau

• Raamwerk voor het prioriteren van uit te voeren acties

Volwassenheidsmodellen

Page 6: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Volwassenheidsniveaus

Initieel

Herhaalbaar

Gedefinieerd

Beheerst

Geoptimaliseerd

1

2

3

4

5

chaotisch, ad hoc, heroïsch

gepland en bewaakt, gestandaardiseerd

geïntegreerd, geïnstitutionaliseerd

meetbaar bestuurd, gekwantificeerd

continue excelleren, voortdurend verbeterend

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PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Volwassenheidsniveaus

7

Zekerh

eid

Verdeling project resultaat

Geld / Tijd

Level 1 – Initial Chaotic, Ad hoc, Heroic The starting point for use of a new process

Based on material Carnegie Mellon University

Doel

Page 8: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Volwassenheidsniveaus

8

Zekerh

eid

Doel

Geld / Tijd

Level 2 – Repeatable Process discipline The process is used repeatedly

Based on material Carnegie Mellon University

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PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Volwassenheidsniveaus

9

Zekerh

eid

Level 3 – Defined Embedded The process is defined/confirmed as a standard business process

Based on material Carnegie Mellon University

Geld / Tijd

Doel

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PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Volwassenheidsniveaus

10

Zekerh

eid

Level 4 – Managed

Quantified

Process management and

measurement takes place

Based on material Carnegie Mellon University

Geld / Tijd

Doel

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PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Volwassenheidsniveaus

11

Zekerh

eid

Level 5 – Optimising Process improvement Deliberate optimisation / improvement

Based on material Carnegie Mellon University

Geld / Tijd

Doel

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PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Some models

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• Portfolio, Programme, Project Management Maturity Model (P3M3)

• PRINCE2 Maturity Model (P2MM), derived from P3M3

• Organizational Project Management Maturity Model (OPM3)

• PMO Maturity Cube

• PPM Maturity Model (Gartner, Program and Portfolio Management Maturity Model)

• Kerzner Project Management Maturity Model (KPM3)

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PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

OPM3 model

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• Organizational Project Management Maturity model

• Ontwikkeld door PMI

• Raamwerk voor beoordelen en verbeteren van bekwaamheden van een

organisatie op gebied van project-, programma- en portfoliomanagement

• Gebaseerd op een aantal elementen:

• Knowledge foundation: gebaseerd op PMI practices (bv. PMBoK)

• Assessment: het meten van bekwaamheden t.o.v. OPM3 standaard

op basis van ca. 500 best practices vaststellen volwassenheidsniveau

van onderliggende bekwaamheden

• Improvement: identificeren van verbeterpunten > verbeterplan

Proces-

gebied

Best

Practice

Bekwaam-

heid

Uitkomst

KPI

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PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

P3M3 model

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• Project, Program, Portfolio Management Maturity Model

• Ontwikkeld door OGC, in licentie bij Cabinet Office

• Raamwerk voor beoordelen en verbeteren bekwaamheden van een

organisatie op gebied van PPP-management

• Speciale toepassing PRINCE2 Maturity Model (P2M2)

• Gebaseerd op:

• Voor 5 niveaus en 7 procesperspectieven en 3 toepassingsgebieden

• Generieke (3x7x48) en specifieke attributen (278, 268, 230 )

• Attributen zijn indicaties van een proces- en gedragsvolwassenheid

Page 15: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

Decide

assessment scope Decide approach

Determine suitable

assessors

Complete

assessment

Decide

assessment

scope

Analyse

assessment

results

Decide approach

Determine

suitable

assessors

Complete

assessment

Analyse

assessment

results

Project

Management

(PjM3)

Management

Control

Benefits

Management

Financial

Management

Stakeholder

Engagement

Risk

Management

Organizational

Governance

Resource

Management

Involving those

who care and

those who need

to care

Getting and

managing the

money to do it

Managing

uncertainty

Why we want to

do what projects

Making sure we

have the capacity

to deliver

Level 1 –

Awareness of process

Level 2 –

Repeatable process

Level 3 –

Defined process

Level 4 –

managed

Level 5 –

Optimized process

Generic Attributes

Specific Attributes

Process perspectives

Verifying that

projects progress

as planned and

within their

authority

Ensuring/

providing our

projects are/were

worthwhile doing

in the eyes of the

stakeholders

Consider next

steps

Generic Approach to P3M3

self-assessment

Planning

Information Management

Scrutiny and review

Skills and competences

5 levels x 7 perspectives

Ma

turity

leve

ls

Key focus

P2MM (PRINCE2 Maturity

Model) is a standard which

provide a framework with

which organizations can

assess their current adoption

of PRINCE2 and put in place

improvement plans, P2MM

is derived from P3M3.

March 2013, Henny Portman ©

Programme

Management

(PjM3)

Portfolio

Management

(PfM3)

Individual models

P3M3

Page 16: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Volwassenheidsmeting bij BU’s in Oost Europa

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• Doelstelling: geen formele benchmark, maar

• Vaststellen waar we staan en waar we van elkaar kunnen leren

• Aanpak / proces / resultaten

• Op basis van P3M3 model vragenlijst gemaakt. Op dat moment gekozen voor project

en portfolio management

• Iedere BU (via PMO Hoofd) vult vragenlijst in

• Gezamenlijk (alle PMO hoofden) toetsen elkaar

• Resultaten (per aandachtsgebied) analyseren: waar zitten zwakke en sterke BU’s

• BU aktieplannen maken op basis van uitkomst en eigen ambitie niveau

• Hierbij maken de “zwakkere” BU’s gebruik van de “sterkere” BU’s

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17

Project Management Maturity Model (P3M3) Assessment shows that we are moving towards L2 (situation 2010)

P3M3 v2.0 Self Assessment ING Ins Central Europeend 2009

5 5 5 5 5 5 Level 5 - optimized process

4 4 4 4 4 4 Level 4 - managed process

3 3 3 3 3 3 Level 3 - defined process

2 2 2 2 2 2 Level 2 - repeatable process

1 1 1 1 1 1 Level 1 - awareness of process

Our organization can

be best characterized

as having:

Maturity

Po

lan

d

Cze

ch

& S

low

ak R

up

ub

lic

Ro

ma

nia

Hu

ng

ary

Gre

ec

e

Sp

ain

Total Maturity level 2 2 2 2 1 1

Portfolio 3 3 2 3 2 2

Programme 1 1 1 1 1 1

Project 4 2 2 2 2 2

Portfolio 1 3 2 2 1 2

Programme 1 1 1 1 1 1

Project 2 3 2 2 2 2

Portfolio 3 2 2 2 1 1

Programme 1 1 1 1 1 1

Project 4 3 3 2 1 1

Portfolio 1 2 2 2 1 3

Programme 1 1 1 1 1 1

Project 3 2 2 2 2 3

Portfolio 2 3 2 2 1 2

Programme 1 1 1 1 1 1

Project 3 3 2 2 2 2

Portfolio 3 3 2 2 2 2

Programme 1 1 1 1 1 1

Project 4 3 3 2 2 2

Portfolio 2 2 2 2 1 2

Programme 1 1 1 1 1 1

Project 3 2 2 2 2 2

Programme Management out-of-scope

highest score (max 2 countries)

lowest score (max 2 countries)

Our approach to

stakeholder management

is best described by:

We deliver organizational

governance by:

Our resource

management is best

described by:

Our management control

is best described by:

Our benefits

management is best

described by:

Our financial

management is best

described by:

Our risk management is

best described by:

Country:

Question FocusLevel 1 -

awareness of process

Level 2 -

repeatable process

Level 3 -

defined process

Level 4 -

managed process

Level 5 -

optimized processSelect Level

1 Our organization

can be best

characterized as

having:

Maturity 1 1 0 0 0

2

Portfolio 1 1 1 0 0 3

Programme 1 0 0 0 0 1

Project 1 1 1 1 0 4

Portfolio 1 0 0 0 0 1

Programme 1 0 0 0 0 1

Project 1 1 0 0 0 2Portfolio 1 1 1 0 0 3

Programme 1 0 0 0 0 1Project 1 1 1 1 0 4Portfolio 1 0 0 0 0 1

Programme 1 0 0 0 0 1Project 1 1 1 0 0 3Portfolio 1 1 0 0 0 2

Programme 1 0 0 0 0 1

Project 1 1 1 0 0 3

Portfolio 1 1 1 0 0 3

Programme 1 0 0 0 0 1Project 1 1 1 1 0 4Portfolio 1 1 0 0 0 2

Programme 1 0 0 0 0 1Project 1 1 1 0 0 3

Portfolio 1 0 0 0 0 1

Programme 1 0 0 0 0 1Project 1 0 0 0 0 1

PfM3

Level 1 -

awareness of process

Level 2 -

repeatable process

Level 3 -

defined process

Level 4 -

managed process

Level 5 -

optimized process

Management Control1 1 1 0 0

Benefits

Management1 0 0 0 0

Financial

Management

1 1 1 0 0

Risk

Management

1 0 0 0 0

Stakeholder

Management

1 1 0 0 0

Organizational

Governance

1 1 1 0 0

Resource

Management

1 1 0 0 0

PgM3

Level 1 -

awareness of process

Level 2 -

repeatable process

Level 3 -

defined process

Level 4 -

managed process

Level 5 -

optimized process

Management Control1 0 0 0 0

Benefits

Management1 0 0 0 0

Financial

Management

1 0 0 0 0

Risk

Management

1 0 0 0 0

Stakeholder

Management

1 0 0 0 0

Organizational

Governance

1 0 0 0 0

4 Our financial

management is best

described by:

P3M3 v2.0 Self Assessment Poland

2 Our management

control is best

described by:

7 We deliver

organizational

governance by:

8 Our resource

management is best

described by:

9 Does the

organization:

5 Our risk

management is best

described by:

6 Our approach to

stakeholder

management is best

described by:

3 Our benefits

management is best

described by:

Level 1 -

awareness of process

Level 2 -

repeatable process

Level 3 -

defined process

Level 4 -

managed process

Level 5 -

optimized process

Management Control

1 1 1 1 0

Benefits

Management

1 1 0 0 0

Financial

Management

1 1 1 1 0

Risk

Management

1 1 1 0 0

Stakeholder

Management

1 1 1 0 0

Organizational

Governance

1 1 1 1 0

Resource

Management

1 1 1 0 0

PjM3

Do not put content

on the brand

signature area ING 1

Do not put content

on the brand

signature area

Orange

RGB= 255,102,000

Light blue

RGB= 180,195,225

Dark blue

RGB= 000,000,102

Grey

RGB= 150,150,150

ING colour balance

Guideline

www.ing-presentations.intranet PMO Spain - Action Plan I

Q2 2010M. AlvarezS. Olabarri

Involvement of Management Team and Product development responsibles

Involve PMO once product idea startsReduce product definition duration

Q4 2010M. AlvarezS. Olabarri

Keep on insisting on the importance of thisstage

Awareness on Initiation stages of projectsdon’t jump this stage

Don’t startexecution of Projects tooearly

Q4 2010M. AlvarezS. Olabarri

Management Team has to be more stricton the rationale behind the projectsapproval

Be more strict with Business Cases andBenefits realization of projects

Do the rightprojects

Q1 2010PMsMore discipline in using Project Boardmembers

Projects Issues/Change requests have to be formalized by Project Boards according totolerances

Committment

Q1 2010PMsUse of progress report, cost and man/daystracking for Initiation stages with long duration. Mandatory for Productdevelopment and LSS approach initiatives

Long initiation stages of projects (speciallyProduct development and LSS initiatives) must be under control

Q1 2010PMsCall a monthly meeting with the Project BoardProject Owners should attend the weeklyprogress meeting in order to show certaincommitment

Projects Board members have to be more involved in their projects

Control long Initiation stages

Q4 2010M. AlvarezProposal to the Management TeamProject Board members must be accountable for projects and have targets for them

Accountability

Q4 2010M. AlvarezProposal to the Management TeamFunctional lines must have targets forprojects

Deadline Status (G,A,R) + explanation

ResponsibleWhat I need to make it happenProposed ActionIssue

Pro

jec

t B

oa

rdB

es

t P

racti

ces

Develop

local

Action

Plans

Page 18: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Volwassenheidsmeting bij BU’s in Europa

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• Doelstelling: geen formele benchmark, maar

• Vaststellen waar we staan en waar we van elkaar kunnen leren, en

• Hoe worden processen nu ondersteund door hulpmiddelen (PPM tools)

• Aanpak / proces / resultaten

• Op basis van P3M3 model vragenlijst gemaakt. Inclusief vragen mbt tooling (hierbij

ook gebruik gemaakt van materiaal van Odysseus/Deloitte) Iedere BU (via PMO

Hoofd) vult vragenlijst in

• Gezamenlijk (alle PMO hoofden) toetsen elkaar

• Resultaten (per aandachtsgebied) analyseren: waar zitten zwakke en sterke BU’s

• Beoordelen toolgebruik in relatie tot volwassenheid individuele organisatie

• Invoeren centrale tools pas als processen en volwassenheid in lijn liggen

• BU aktieplannen maken op basis van uitkomst en eigen ambitie niveau

• Hierbij maken de “zwakkere” BU’s gebruik van de “sterkere” BU’s

Page 19: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

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19 19

In 2012 we performed a P3M3 maturity assessment accross 16 BU’s. Results

were used in a PPM Feasibility Study

Page 20: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

AZL: Pensioenuitvoerder (NN)

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• Doelstelling vaststellen en aantonen huidige status

• Plus raamwerk voor verbeteringen

• In samenwerking met Hogeschool Zuyd

• Na vergelijking methoden P3M3 als basis

• Engels een probleem > standaard vragenlijst vertaald

• Keuze voor algemene beschrijvingen per niveau per

perspectief voor projecten, programma’s en portfolio

• Interviews met 14 personen uit de organisatie

• Aandacht voor reflectie vanuit het management

• Vaststellen actiepunten vanuit overall perspectief

• Eerst basis op orde voordat wordt uitgebouwd

Page 21: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

Leerpunten

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• Communiceer doelstelling volwassenheidsmeting

• Buy in van senior management

• Interne vergelijking een krachtig instrument om elkaar op een hoger plan te tillen.

Vraagt wel om een positieve houding m.b.t. samenwerking.

• Stel vooraf de reikwijdte en ambitieniveau vast, voordat je gaat meten

• Bepaal de doelgroep (ook buiten de PM(O) community

• Vragenlijsten roepen weerstand op

• Hoe gedetailleerd ga je te werk

• Zelf laten invullen versus interviews

• Interviews max 1 a 2 uur.

• Combinatie is ook mogelijk. Vragenlijst > analyse > interview

Page 22: DE WENDBARE ORGANISATIE - On Portfolio, Programme and ...€¦ · DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman . Do

PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.

HET EINDE

HET BEGIN