Foreword

Can an organization ever achieve full maturity in its ability to consistently deliver successful programs and projects? Can an enterprise ever achieve perfection or near perfection in the planning and management of all its projects? These are not theoretical questions. What CEO does not want to maximize profits (or mission success), while reducing risks and maintaining the approval and support of key stakeholders, especially customers, investors, and shareholders? What C-level executive does not want her or his programs and projects to be completed successfully, ahead of schedule or under budget, by knowledgeable, experienced, and capable project managers? So are real maturity and near perfection for project-oriented organizations possible? ...

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