To circumscribe the problem formulation of this study work, a demolition of the group development of the present enterprise is necessary first:
With the RKH it concerned from 2005 to 2008 a strategical partnership of the “Enzkreis-Kliniken gGmbH” and the ‘Kliniken Ludwigsburg-Bietigheim gGmbH’. In 2006 have taken care the administrative district Ludwigsburg and the ‘Kliniken gGmbH”’ successfully of the acquisition of the ‘Orthopädische Klinik Markgröningen gGmbH’ including their subsidiary ‘Ortema GmbH’ and have acquired these 7/1/2007. In the course of 2008 the municipal-political committees of the clinic group have expressed themselves to accept the hospitals of Bruchsal and Bretten by the 1/1/2009 in the strategical partnership. Besides, the companion's representatives have decided on the society-juridical interweaving after the present holding company model of the clinic group. Hence, the administrative district Karlsruhe has founded the ‘Kliniken des Landkreises Karlsruhe gGmbH’ and has transferred its hospitals into this society. Their subsidiary ‘Service Dienste Landkreis Karlsruhe GmbH’ has introduced the ‘Kliniken des Landkreises Karlsruhe gGmbH’ also in the group.
To itself in the course of the years developed group structure it has brought with itself that the enterprise was obliged to create a consolidated financial accounts, also named as the consolidated financial statements.
Table of Contents
1. Problem statement
2. Structure and solution
3. Terms and basic
3.1 Project
3.2 Delimitation IT-Project
3.3 Aims of the project and benefits of the project work
3.4 Consolidation software
3.5 Risk
3.6 Riskmanagement
4. Causes of project failures
5. Successful factors in the project management
6. The phase model of a software introduction
6.1 Initialization phase
6.1.1 Aim and project definition
6.1.2 Calculation of profitability
6.2 Choice phase
6.2.1 Requirement definition
6.2.2 Market elevation
6.2.3 Preselection
6.2.4 Detailed evaluation
6.2.5 Contract negotiations
6.2.6 Project order
6.3 Project planning
6.3.1 Project organisation
6.3.2 Project manager
6.3.3 Project team
6.3.4 Milestone
6.3.5 Work breakdown structure
6.3.6 Schedule, resources and cost plan
6.4 Project realisation
6.4.1 Kick-off
6.4.2 Data migration
6.4.3 Training of the project team
6.5 Project control and management
6.6 Project riskmanagement
6.7 Project closure
7. Final consideration
8. Index of tools and sources
Project Goals and Thematic Focus
This study aims to identify the critical success factors in project management specifically for the implementation of consolidation software. The central research question explores how an enterprise, such as the Regionale Kliniken Holding RKH GmbH, can transition from manual, error-prone data processes (like MS Excel) to a more efficient, automated, and secure software-based consolidation system, while navigating the challenges and risks inherent in large-scale IT projects.
- Analysis of causes for project failures and deviations in corporate IT environments.
- Examination of essential project management success factors based on industry studies.
- Development of a structured phase model for software implementation (from initialization to closure).
- Identification of best practices in risk management and project team organization.
Excerpt from the Book
3.4 Consolidation software
If a group consists of many enterprises, the application of consolidation software is recommended. This system makes possible to bring together the annual accounts of the daughters in such a way that finally the consolidated whole end of the mother originates, while the information from the offshore ERP system is imported in the consolidation software.
Often it is in such a way that the single annual accounts are constructed according to another law – as for example US-GAAP - as the being valid – as for example HGB - the group mother. This makes every now and then a row of adjustment entries and reclassifications inevitably around all annual financial statements in a uniform assessment level to agree. (cf. Busse von Colbe & Crasselt & Pellens 2001: 482)
In many enterprises these duties are carried out still with the calculation programme MS Excel.Fehler! Textmarke nicht definiert. This procedure, nevertheless, rescues high sources of error and is not clear from a certain enterprise size also any more and, besides, is very susceptible to mistake. Therefore, consolidation software offers an integrated whole solution for the coping of this big task to the user. (cf. Bückle-Ulrich 2008: 68)
Summary of Chapters
Problem statement: Describes the historical growth of the RKH clinic group and the resulting necessity for an automated, software-supported consolidation process due to the limitations of existing manual Excel-based methods.
Structure and solution: Outlines the study's objective to identify success factors and provide a practical guide for implementing software, focusing on organizational rather than purely technical aspects.
Terms and basic: Defines core terminology such as project, IT-project, risk, and risk management to provide a consistent conceptual foundation for the remainder of the study.
Causes of project failures: Evaluates various studies (e.g., KPMG, Standish Group) to identify the most frequent reasons for IT project failure, such as unclear requirements and insufficient management support.
Successful factors in the project management: Derives key success factors from the identified causes of failure, emphasizing user integration, management support, and methodical planning.
The phase model of a software introduction: Presents a comprehensive guide to the lifecycle of a software project, covering stages from the initialization and choice phases to project planning, realization, and final closure.
Final consideration: Summarizes that while the fundamental factors of project success remain consistent over time, modern projects require strict adherence to established methodologies to navigate changing business environments.
Index of tools and sources: Lists all academic and professional literature used as a basis for the study.
Keywords
Project management, consolidation software, RKH GmbH, IT-project, software implementation, risk management, project success, phase model, project planning, financial consolidation, organizational change, software evaluation, project failure, controlling, stakeholder management.
Frequently Asked Questions
What is the primary focus of this study?
The study focuses on identifying the critical success factors required to effectively implement consolidation software within an organizational structure like the Regionale Kliniken Holding RKH GmbH.
What are the central thematic fields covered?
The work covers project lifecycle management, IT project planning, risk management methodologies, and the organizational requirements for successfully migrating from manual financial reporting to automated software systems.
What is the research goal?
The primary goal is to provide a guide for enterprise software implementation that addresses common causes of project failure and highlights the organizational conditions necessary for a successful, efficient project conclusion.
Which scientific methods were used?
The author employs a comprehensive literature review and qualitative analysis of recognized industry studies (e.g., KPMG, Standish Group) to synthesize best practices for modern project management.
What is covered in the main section of the paper?
The main section details the phase model of software introduction, ranging from the initialization phase and profitability calculations to requirement definition, vendor evaluation, contract negotiation, and project closure.
What keywords best characterize this work?
The work is best characterized by terms such as project management, consolidation software, risk management, IT project implementation, and financial reporting automation.
Why is Excel considered problematic for the RKH GmbH?
Excel is considered susceptible to mistakes, prone to high error sources, and lacks the clarity and scalability required as the medical center group grows, necessitating a more integrated software solution.
What role does the 'Magic Triangle' play in this study?
The 'Magic Triangle' (Time, Costs, and Quality/Performance) serves as the conceptual framework for project objectives, illustrating how these three dimensions are in constant dependency during project execution.
How does the author define the 'Initialization Phase'?
The initialization phase is defined as the critical first step where the problem is circumscribed, the aims are defined (often using the "w-questions"), and profitability calculations are performed before the project is officially launched.
- Citar trabajo
- Sandra Mühleisen (Autor), 2013, Identification of successful factors in the project management for the effectual implementing of consolidation software, Múnich, GRIN Verlag, https://www.grin.com/document/214457
