The aim of this study is to show how - from a scientific point of view - projects should be planned and implemented so that the failures that often occur in practice can be avoided. The company's success can thus be increased by significantly increasing the number of successful projects. In addition, by promoting the project culture in the company and by shaping the corporate strategy accordingly, the company's development can be further improved.
First, it is explained what is understood as a project in modern business life - both from a business and a technical point of view - and what the tasks of project management are. This also makes it clear which projects are not projects and should therefore be rejected from a project management point of view in order to avoid project failures right from the start.
After these prerequisites have been clarified, the comprehensive and correct implementation of project management for a project is shown in all important facets. All essential steps of a correct project implementation are presented in the correct chronological sequence. By comparing this approach with failed projects, the reason for failure can often be easily and quickly identified. Doing the things right", i.e. the correct management of projects, is demonstrated. Differences in the internationally used project management methods are also discussed.
Building on this, the next step is to explain how multi-project management should be sensibly carried out with a large number of projects running in parallel in a company and integrated into the corporate strategy. In this way, corporate development can be shaped through management by projects.
Inhaltsverzeichnis (Table of Contents)
- Foreword
- Table of contents
- List of figures
- List of tables
- List of abbreviations
- 1. Abstract
- 2. Introduction
- 2.1 Problem statement
- 2.2 Objective
- 2.3 Procedure
- 2.4 Definitions of terms
- 3. Basics of project management
- 3.1 Definition "Project"
- 3.2 Types
- 3.3 Tasks and goals of project management
- 3.3.1 Project efficiency
- 3.3.2 Project effectiveness
- 3.4 Project organization types
- 3.4.1 Influence project organization
- 3.4.2 Pure project organization
- 3.4.3 Matrix organization
- 3.4.4 Selection of the appropriate organizational model
- 3.5 Process models
- 3.5.1 Waterfall
- 3.5.2 V-Model
- 3.5.3 Prototyping approach
- 3.5.4 Agile project management
- 3.6 Project management skills
- 3.6.1 Expertise
- 3.6.2 Methodological competence
- 3.6.3 Organizational competence
- 3.6.4 Social competence
- 4. Management of projects
- 4.1 Project start
- 4.1.1 Formulation/creation of the project order
- 4.1.2 Project environment analysis/stakeholder analysis
- 4.1.3 Planning/adaptation of the project management system
- 4.1.4 Kick-Off Meeting
- 4.2 Project objectives
- 4.3 Project risks and opportunities
- 4.3.1 Risk definition
- 4.3.2 Classification of project risks and opportunities
- 4.3.3 Risk management phases
- 4.3.4 Acceptance of risk and opportunity management
- 4.4 Project planning
- 4.4.1 Tasks and processes of project planning
- 4.4.2 Work breakdown structure
- 4.4.3 Schedule
- 4.4.4 Project resource Plan
- 4.4.5 Project cost plan
- 4.5 Project implementation – managing the project
- 4.5.1 Project information management
- 4.5.2 Change and configuration management
- 4.5.3 Contract and receivables management
- 4.6 Project controlling and -reporting
- 4.7 Completion
- 4.8 Accompanying processes in project management
- 4.8.1 Quality management
- 4.8.2 Risk management
- 4.9 Soft skills in project management
- 4.10 Tailoring - Project management for small projects
- 4.11 Support from top management
- 4.1 Project start
- 5. Multi-project management – management through projects
- 5.1 Program management and multi-project management
- 5.2 Corporate development through projects – selection and strategy
- 5.3 Operational multi-project management
- 6. Final consideration and appreciation
- Bibliography/Sources
- Appendix
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This work aims to provide a comprehensive overview of project management, covering both its theoretical foundations and practical applications. The text examines the crucial role of project management in various stages of professional careers, particularly within the technology sector. It also explores the integration of business and technical knowledge within the field.
- Fundamentals of project management
- Project planning and implementation
- Risk management and control
- Multi-project management and corporate development
- Importance of soft skills and leadership in project management
Zusammenfassung der Kapitel (Chapter Summaries)
The book begins with an introduction to project management, defining its scope and outlining its objectives. It explores the problem statement and the procedure followed in the research. Chapter 3 delves into the basics of project management, covering definitions, types, tasks, goals, and various organizational models. This chapter also explores the different process models used in project management, from traditional methods like waterfall and V-Model to contemporary approaches like prototyping and agile project management. It concludes by analyzing the essential skills required for effective project management, including expertise, methodological competence, organizational competence, and social competence.
Chapter 4 focuses on the management of individual projects, starting with the project initiation phase. This chapter covers key aspects of project initiation, such as project order formulation, stakeholder analysis, planning of the project management system, and the kick-off meeting. It then moves on to discuss project objectives, risk and opportunity management, and comprehensive project planning, which includes work breakdown structures, scheduling, resource planning, and cost planning. Chapter 4 also outlines the crucial elements of project implementation, including information management, change management, and contract management. The chapter concludes by examining project controlling and reporting, completion procedures, and accompanying processes such as quality management and risk management. It also highlights the importance of soft skills and leadership in project management and discusses tailoring strategies for small projects. The chapter also examines the essential support required from top management for successful project implementation.
Chapter 5 shifts its focus to multi-project management, exploring the management of multiple projects simultaneously. It investigates the relationship between program management and multi-project management and explores how project management can drive corporate development through strategic selection and implementation. The chapter concludes by examining the operational aspects of multi-project management, including resource allocation, coordination, and communication strategies.
Schlüsselwörter (Keywords)
The primary focus of this work is on project management, encompassing its various facets, including project definition, planning, implementation, and control. Key themes include project organization, process models, risk management, multi-project management, and the importance of soft skills in project leadership. The text highlights the significance of project management for both individual projects and corporate development, emphasizing its crucial role in driving strategic initiatives and achieving organizational objectives.
- Arbeit zitieren
- Anton Deiring (Autor:in), 2010, Success Factors in Project Management and Their Relevance for Corporate Development, München, GRIN Verlag, https://www.grin.com/document/1150911
