Portfolio, Programme and Project Maturity Network (P3MN)

Portfolio, Programme and Project Maturity Network (P3MN)

P3MN

Some of our customers are finding it difficult to maintain their deadlines, stay within budget or continuously deliver quality and still, sometimes all that is needed is a little adjustment here or there. Unfortunately the people with the power to act do not always have all the information necessary to base their decisions on and that is why corrective measures sometime miss the desired effect.

There is one crucial factor that is always taken too light hearted, namely: “Assumptions based on incomplete information.” People so easily assume that things have been covered, that all preparations have been done or that no news is always good news. In order to make sound decisions, higher management needs to see the whole picture and must make sure that assumptions have become fact.

At BTR Services we discovered that instead of assuming this or that, it would be better to just know. That is why we have developed P3MN. This solution will provide the additional information that most companies tend to overlook and will enable executive management to take actions based on knowledge instead of assumptions.

The P3MN solution looks at all intricate parts of a process simultaneously.

P3MN

This means that the solution looks at Portfolio, Programme and Project processes in combination with the people that use them and the deliverables that are produced as a result. By implementing the P3MN solution companies give themselves more control on what happens and why it happened in such a way.

A much clearer picture is painted revealing where the actual problems are located, making it easier to take corrective actions.

As the P3MN solution is a continuous process, you gradually reach a point where the process flow is optimal and people accept and understand the specific usage. This off course results in serious cost reductions, higher quality deliverables and a company culture that is more agreeable to work in.

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