This week, our team was privileged to visit three unique government agencies. We will discuss our understanding of each agency's presentations on values, culture, power structures, project management processes, and the use of EVM. Let us begin by exploring Mil's transformation. $$

The stakeholders and the organizations at Mil's Transformation showed the team dysfunctional communication patterns, unrealistic timelines, and issues with clear scope $($Agile Transformation, $2010).$ Our team had the privilege of also meeting with Stars; this agency seems to have an initial stage developed and managed stage at a respectable level with a defined stage established, yet it needs to work on quantitative and optimization to reach maturity $($Kuci$$ska$-$Landw$$jtowicz$,2019).$ We then took a trip to Star's to observe the agency. $$

The stakeholders and the organizations at Star's have feedback practices throughout the project to ensure managers align objectives with organizational goals.$$ Star's Corporation seems to have engaged workers who sign off on requirements throughout the project to ensure the project stays within parameters and effective facilitation $($Agile transformation, $2010).$

The stakeholders and the organizations at HSS demonstrate high maturity levels with realistic timelines, cost efficiency, organizational efficiency, and excellent profit margins $($PM Solutions, $2023).$ The profit comes from well$-$managed time, cost$-$effective procedures, and an investment in employee training techniques. The systematic approach stakeholders have seem to prioritize considers quality, Lean, Six Sigma, tools, techniques, and implementation of AI and IT programs, which are adaptable.

After visiting the three government agencies, this is my perspective.