Project Management (eBook)

Guideline for the management of projects, project portfolios, programs and project-oriented companies

Gerold Patzak, Günter Rattay (Autoren)

eBook Download: PDF

2012 | 1. Auflage
512 Seiten
Linde Verlag Wien Gesellschaft m.b.H.
978-3-7094-0289-4 (ISBN)

Infos

Modern project management is increasingly important, as it is very well suited for fulfilling today's demands on companies, especially regarding the efficient cooperation of individuals, as well as the development of a goal- and solution-oriented approach.

A project can be understood as a temporary company, since all essential enterprise management functions must be performed in projects as well. The project management approach applied in the present book is a holistic management concept. In addition to project planning and control, it also covers the topics of teamwork, communication, and the organizational integration of projects into companies.

This book provides a guideline for performing individual projects, for professionally selecting projects that are vital for company success (project portfolio, program), for improving project management quality, and for consequently focusing company work on the current environmental requirements (project-oriented company). Additionally, numerous practical examples and case-studies of different project types illustrate the implementation of the presented methods.

Further relevant aspects of today's project management approaches, such as projects as business cases, procurement and contract design, virtual teamwork, project management career paths, agile project management, or Stage-Gate approaches are integrated into the actual edition. This book contributes to the further development of project management knowledge, and to the establishment of a professional project manager profile. Requirements on competencies and qualifications of project managers are integrated according to the international IPMA and PMI standards.

Univ.Prof. DI Dr. Gerold Patzak ist Universitätsprofessor für Systemtechnik und Methodologie an der Technischen Universität Wien sowie Gastprofessor an der University of Colorado at Boulder, USA. Er ist Gründer der Primas CONSULTING, einem innovativen, internationalen Consulting-Unternehmen im Bereich Projektmanagement.

Inhalt

Titelei 4
Introduction 6
Content 10
Part I: Basics 14
1 Basics 16
1.1 Project and Project Management Basics 16
1.1.1 Perception of Projects 16
1.1.2 Types of Projects 17
1.1.3 Project Management Tasks 20
1.1.4 Systems Approach to Project Management - The Big Picture 22
1.1.5 Benefits of Project Management 27
1.1.6 Project Management Success 28
Part II: Project 30
2 Project Management in the Project Start-Up Phase 32
2.1 Project Initiation and Project Environment (Project Preparation) 32
2.1.1 Initial Project Scenarios 32
2.1.2 Project Development Process 36
2.1.3 Project Worthiness 38
2.1.4 Project Preparation 39
2.1.5 Project Environment and Stakeholder Analysis 40
2.1.6 Strategic Preparation of Change and Claim Management 51
2.2 Project Assignment and Project Start-Up Process 60
2.2.1 Project Definition (Project Charter, Project Description, Project Statement) 60
2.2.2 Opportunity and Risk Management at Project Start-Up 74
2.2.3 The Project Start-Up Process 76
2.2.4 Typical Forms of Communication in the Start-Up Process 80
2.3 Establishing Project Organization 83
2.3.1 Role Concept 84
2.3.2 Role Conflicts 85
2.3.3 Project-Related Roles 86
2.4 Forming of Project Teams 111
2.4.1 Selection of the Project Manager 111
2.4.2 Selecting Project Team Members 114
2.4.3 Forms of Project Team Organization 116
2.4.4 Phases of Team Development 119
2.4.5 Formation of (Virtual) Distributed Teams 122
3 Project Planning and Execution Phase 134
3.1 Managing the Project Environment 134
3.1.1 Project Marketing 134
3.1.2 Procurement and Contracts with Suppliers 137
3.2 Project Planning 144
3.2.1 General Thoughts on Planning 144
3.2.2 Task Planning (Work Planning) 148
3.2.3 Quality Planning 162
3.2.4 Process Logic and Time Scheduling 172
3.2.5 Resource Planning 198
3.2.6 Cost Planning and Financial Planning 210
3.2.7 Integrated Optimization in Project Planning 226
3.2.8 Risk Planning 227
3.3 Managing Project Organization 243
3.3.1 Interface Planning 243
3.3.2 Task Allocation within the Project Team 245
3.3.3 Managing the Project Information System 250
3.4 Managing Project Teamwork 279
3.4.1 Project Team Culture 279
3.4.2 Leadership of Project Teams 280
3.4.3 Problem Solving and Evaluation Methods in Teams 289
3.4.4 Team Decision Processes 293
3.4.5 Virtual Team Work in the Planning and Execution Phase 296
4 Coordination and Change Phases in Projects 298
4.1 Environmental Changes around Projects 298
4.1.1 Change Management 298
4.1.2 Claim Identification and Claim Assertion 301
4.2 Project Control 306
4.2.1 Overview of Controlling Tasks 306
4.2.2 Project Controlling Procedure and Instruments 309
4.2.4 Crisis Management 334
4.3 Project Organization 339
4.3.1 Organizational Integration of Project Controlling 339
4.3.2 Changes in Project Organization (Project Team) 342
4.3.3 Meetings in Coordination Phases 343
4.4 Project Teamwork 344
4.4.1 Meeting Management 344
4.4.2 Teamworking Methods and Tools 355
4.4.3 Conflict Management 357
4.4.4 Virtual Teamwork in the Project Coordination Phases 370
5 Project Close-Down Phase 372
5.1 Closing Relations with Stakeholders 372
5.1.1 Characteristics of the Project Close-Down Phase 372
5.1.2 Defining an Appropriate End to the Project 372
5.1.3 Project Delivery Process 374
5.1.4 Dissolving Relevant Stakeholder Relations 375
5.1.5 Claim Management in the Project Close-Down Phase 379
5.2 Project Evaluation 379
5.2.1 Final Project Calculation 379
5.2.2 Project Close-Down Report 380
5.2.3 Open Issues 382
5.3 Dissolving the Project Organization 383
5.3.1 Project Close-Down Meeting 383
5.4 Dissolving the Project Team 385
5.4.1 Opportunities and Problems when Dissolving the Project Team 385
5.4.2 Utilizing Learning Opportunities 386
Part III: Project Portfolio / Project Program 388
6 Strategic Conception of Project Portfolios and Programs 390
6.1 Project Portfolio Definition 390
6.2 Program Definition 391
6.3 The Importance of Project Portfolios in Modern Organizations 392
6.4 Goals and Benefits of Project Portfolio Management 392
6.5 Goals and Benefits of Program Management 393
7 Organizational Structures of Project Portfolios and Programs 396
7.1 Roles in Project Portfolios and Programs 396
7.1.1 Project Portfolio Steering Committee, Project Portfolio Coordinator 397
7.1.2 Project Portfolio Controller 400
7.1.3 Program Manager 400
7.1.4 Program Steering Committee 402
7.1.5 The Role of the Project Management Office (PMO) in Project Portfolio andProgram Management 403
7.2 Main Processes in Project Portfolios and Programs 404
7.2.1 Forming and Budgeting of Project Portfolios 404
7.2.2 Project Portfolio and Program Controlling 406
7.2.3 Changes in the Project Portfolio due to Closing of Projects 408
7.3 Resource Allocation in Project Portfolios 409
7.3.1 Resource Planning in the Budgeting Phase 410
7.4 Organizational Learning from Projekt Experiences 418
7.5 Developing a Projekt Portfolio/Program Thinking 419
8 Integrated Planning and Controlling of Project Portfolios and Programs 424
8.1 Establishing Project Portfolios 424
8.1.1 Methods for the Selection of Projects for Portfolios 424
8.1.2 Project Overview for Representing Project Portfolios 437
8.1.3 Analysis of Dependencies between Projects 439
8.1.4 Schedule overview 440
8.1.5 Overview of Efforts and Costs 441
8.2 Project Portfolio Controlling 442
8.2.1 Quality Controlling in Project Portfolios 443
8.2.2 Time Controlling in Project Portfolios 444
8.2.3 Resource and Cost Controlling in Project Portfolios 445
8.2.4 Project Portfolio Documentation 446
8.3 Closing Down or Interrupting Projects in Portfolios 448
Part IV: Project-Oriented Company 450
9 The Project-Oriented Company 452
9.1 Present Situation – The Trend towards Increased Project-Orientation 452
9.2 Characteristics of Project-Oriented Companies 454
9.2.1 Strategies of the Project-Oriented Company 454
9.2.2 Structures in Project-Oriented Companies 455
9.2.3 Specific Cultural Elements in Project-Oriented Companies 456
9.3 Strategy and Projects 460
9.3.1 Strategic Projects/Programs 460
9.3.2 Project Strategy / Program Strategy 466
9.3.3 Project Management Strategy 467
9.4 Project Management Maturity 470
9.5 Project Management Standards (Project Management Guideline) 475
9.6 The Project Management Office as an Internal Service Provider 480
10 Table of figures 490
11 Bibliography 498
12 Keywords 504
13 The Authors 508

Produkt-Details

• Erscheint lt. Verlag: 2.7.2012
• Sprache: englisch
• Themenwelt: Sachbuch/Ratgeber ► Beruf / Finanzen / Recht / Wirtschaft
• ISBN-10: 3-7094-0289-1 / 3709402891
• ISBN-13: 978-3-7094-0289-4 / 9783709402894