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.
Table of Contents
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
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
Objectives and Core Topics
This study explores modern project management from a scientific perspective, identifying why project failures occur and outlining effective planning and implementation strategies. It aims to demonstrate how standard methodologies, when correctly applied and supported by top management, can significantly enhance project success rates and integrate projects into a cohesive corporate strategy.
- Scientific analysis of project definitions and the core tasks of project management.
- Evaluation of process models (e.g., Waterfall, V-Model, Agile) and project organization types.
- In-depth focus on critical success factors, including risk management, quality control, and stakeholder communication.
- Strategic alignment of single and multi-project management with broader corporate goals.
Excerpt from the Book
3.1 Definition "Project"
The term "project" is used in today's world for many projects and activities. However, much of it has no relevance to the topic of project management. Therefore, the definition of the term "project" in connection with project management is of great importance. This is also proven by the many approaches in the literature, which, however, do not come to a clear conclusion.
The Latin origin of the word proiectum (translated "the thrown forward") already shows some basic features of projects such as target setting, uniqueness or time limit.
Wöhe sees this topic as "... complex tasks (= projects), which are essentially characterized by novelty, uniqueness and importance for the entire company." (Wöhe 2008, p.128). However, this does not yet cover all the characteristics of a project. Further is the characterization of the IPMA in the basic document ICB (IPMA Competence Baseline), which is valid for the certifications. Here, projects with the characteristics uniqueness, complexity, exceptionality, novelty and interdisciplinarity of the task are described (Caupin et al. 1999, p. 3).
Summary of Chapters
1. Abstract: Provides an overview of the study, highlighting the aim to minimize project failures through scientific planning and corporate integration.
2. Introduction: Discusses the current state of project landscapes and defines the research objectives regarding successful project management practices.
3. Basics of project management: Establishes fundamental definitions, types of projects, and the core competencies required for effective project management.
4. Management of projects: Details the complete project lifecycle, from initial startup and risk analysis to project planning, implementation, and final completion.
5. Multi-project management – management through projects: Describes the coordination of multiple simultaneous projects and their integration into corporate strategy and portfolio management.
6. Final consideration and appreciation: Concludes with a reflection on the increasing importance of professional project management and reiterates key success factors for sustainable corporate development.
Keywords
Project Management, Project Success, Risk Management, Corporate Strategy, Multi-Project Management, Quality Management, Stakeholder Analysis, Agile, Waterfall, Competence, Planning, Controlling, Organizational Model, Resource Planning, Project Culture
Frequently Asked Questions
What is the primary focus of this work?
The work provides a scientific exploration of project management principles, focusing on how structured planning and implementation can prevent common project failures and align projects with broader corporate strategies.
What are the central themes discussed?
Key themes include the definition of projects, the importance of efficient and effective management, risk and opportunity analysis, process models, and the role of top management in fostering project culture.
What is the core research question?
The study asks how projects should be planned and executed to improve success rates, and how single-project management can be scaled into effective multi-project management within a company.
Which scientific methodologies are employed?
The author synthesizes literature from recognized standards like the IPMA Competence Baseline (ICB) and DIN standards, alongside empirical insights and business management theories to present a holistic approach.
What topics are covered in the main body?
The main sections cover the definition of project success factors, detailed process models, the "magic triangle" of project management (cost, time, quality), risk management strategies, and the transition from single-project to portfolio management.
Which keywords characterize the paper?
The work is characterized by terms such as project management, risk management, corporate strategy, multi-project management, and project planning.
Why is the "magic triangle" significant in this context?
The "magic triangle" serves as a framework to manage the interplay between cost, time, and quality/performance objectives, which is essential for ensuring project efficiency.
How does the author address the failure of projects?
The author identifies that many failures result from poor planning, lack of alignment with corporate goals, and insufficient support from top management, proposing systematic methodologies to mitigate these risks.
- Quote paper
- Anton Deiring (Author), 2010, Success Factors in Project Management and Their Relevance for Corporate Development, Munich, GRIN Verlag, https://www.grin.com/document/1150911
