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As a leading Change Management consultancy, why are we so committed to Project Management (PM)? On the one hand, because we have our roots in PM. We have supported our customers in more than 700 projects with a wide variety of PM topics over the past 25 years. On the other hand, because solid PM is the basis for every change project. Without excellent PM, any investment in Change Management is useless. Also, with every change measure, project sponsors and employees would rightly say: “First of all, make sure that the project runs properly”. Of course, when projects become larger and more complex yet have shorter project time, companies come to depend on excellent PM more than ever.
But what really makes projects successful? Three requirements have emerged in the numerous PM projects of our customers:
- The company’s own PM methods do not just exist on paper but are applied by project staff and demanded by management.
- The methods are neatly ‘married’ to the process model, for example the product development process or the IT process model.
- There are experts, internal or external, who know exactly how to apply the methods in practice. They support the projects in various roles.
Would you like to establish your sustainable PM methods in your company? Or are you looking for PM experts who can lead critical projects to success and, at the same time, make your PM methods work in practice? Then you are exactly right with us.
01 What is Project Management?
PM is the initiation, planning, execution, controlling and completion of projects. The aim is to plan and control a project well, to limit risks, to take advantage of opportunities and to achieve project goals qualitatively, on time and within budget. In the best-known PM method PMBOK® of the PM Institute (PMI®), PM is defined as the application of knowledge, skills, tools and techniques to all activities within a project in order to achieve the project goals.
Project Management Standards
PM standards distinguish between methods and process models. Both are important for the successful implementation of projects in companies:
- The methods describe how a project is to be managed and contain all sub-disciplines of PM in the form of knowledge areas. The PM methods are well documented by institutes and associations. The two best known method standards are:Guide to the PM Body of Knowledge (PMBOK®) of the PM Institute (PMI®)
- Prince2® (Projects in Controlled Environments) the former British Office of Government Commerce (OGC)
- Process models describe what must be done in a project and by whom. They also define the sequence of activities, that is – the processes. Examples are the V-Modell and the Product Development Process (PEP).
Project Management Processes and Phases
In the best-known PMBOK®-Guide of the PM Institute, five PM processes (or phases) are distinguished:
- In the Initiation Process, the feasibility of a project is checked before a high effort is invested in project planning and implementation. The process includes all steps to properly propose, analyze, verify, roughly plan, review and finally release or not release a project. The aim is to start projects only when they are actually needed, correspond to the corporate strategy, are realistically planned, have sufficient resources, and are supported by all involved divisions and departments. A proper execution of the initiation process increases the probability of project’s success.
- The Integrated Planning Process delivers the project plan as a result with which the project is managed, executed and controlled. As a basis for creating the integrated project plan, the so-called Knowledge Areas are planned step by step. These include the knowledge areas Scope, Time, Human Resources and Suppliers. The first integrated planning forms the basis for the subsequent iterative planning process. In further iterative steps, information from the above-mentioned as well as additional knowledge areas such as Cost, Quality, Communication, etc. is added and coordinated.
- In the Project Plan Execution Process, the project plan is realized and implemented. The work packages are handed over to the team members. During the execution of the project plan, the required work results are produced. When processing the work packages, the project manager’s task is to provide adequate support to the team members and to ensure on-time delivery. After all, the project manager is ultimately responsible for the project result.
- In the Integrated Change Control Process, all changes in all project areas are controlled. Change requests are checked and executed upon release. A project without controlling is like driving a car without being able to see – the accident is pre-programmed. The PM monitors the project goals and the current status to keep the project on track. Compliance with delivery dates, progress in terms of content and cost planning must be constantly monitored.
- As soon as all delivery items are completed, the Closure Process can be initiated. The PM holds a meeting with the client to achieve the final acceptance of the project delivery items. The project resources that have completed their tasks are released and are now available to the organization again. All contractual obligations entered into by the various suppliers are formally terminated and the performance of the suppliers is evaluated by the project manager.
Project Management Knowledge Areas
The PMBOK® distinguishes ten knowledge areas of PM:
- Integration Management
- Scope Management
- Time Management
- Cost Management
- Quality Management
- Human Resources Management
- Communications Management
- Risk Management
- Procurement Management
- Stakeholder Management
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02 CPC Compass Online Guide
Als Projektmanager ist es eine große Hilfe, wenn man eine praktikable und verlässliche Toolbox besitzt, die auf alle möglichen Fragen eine Antwort hat. Eine genau solche Toolbox ist unser kostenloser
CPC Compass Online Guide.
SUCCESS STORY: Einführung von PM-Methoden.
Die Einführung konzernweit verbindlicher Projektmanagement-Methoden in Verbindung mit dem erfolgreichen Management von Projekten: Wie gelingt es, dass Methoden nicht nur auf dem Papier existieren, sondern in die DNA des Unternehmens übergehen und nachweisbaren Nutzen schaffen?
„Projektmanagement ist so spannend wie ein Telefonbuch“, meint unser Kunde zu Beginn des Projekts. Der Leiter einer der größten Projekt-Organisationen in der Automobilindustrie will und muss mit einem konzernweiten Projektmanagement-Standard die Voraussetzungen dafür schaffen, dass sich die Performance der Projekte nachhaltig verbessert. Aber eigentlich sieht er Projektmanagement – wie die meisten Mitarbeiter – als notwendiges Übel.
Die Projektmanagement-Methoden stehen innerhalb von 3 Monaten. Dabei dient das PMBOK® als Vorlage und wird in die Sprache der Mitarbeiter „übersetzt“. Auf die Verknüpfung mit den Prozessmodellen der Fachbereiche, z.B. den Entwicklungsprozessen der IT, legen wir besonderen Wert. Ein Pocket Guide für Agile & Scrum wird in einem zweiten Schritt entwickelt. Vom Start weg mit an Bord sind erfahrene Projektleiter des Kunden, die die Methodenbausteine „reviewen“ und auf die eigene Unternehmenswelt „tunen“.
In rollen-basierten Projektmanagement-Trainings werden allen Mitarbeitern und Führungskräften die für sie relevanten Bestandteile der Methoden vermittelt. Um aber auch die erfolgreiche Anwendung der Methoden in der Praxis sicherstellen, legen wir den Schwerpunkt auf sogenannte „Project Services“.
Project Services bieten den Projektteams konkrete Hilfestellung bei der Anwendung der PM Methoden in der Praxis. Die Services reichen von der temporären Übernahme der Projektleitung über den Support beim Aufsetzen und Planen von Projekten, dem Speed up von bedingt erfolgreichen Projekten bis hin zur Planung und -Durchführung von Rollouts. So geben wir den Teams immer mehr Sicherheit im Umgang mit den Methoden und schaffen gleichzeitig einen operativen Mehrwert.
Standing Ovation des Top-Managements – gleich das erste Projekt entwickelt sich zu einem erfolgreichen Leuchtturm-Projekt. Das hätte sich unser Kunde vorher nicht träumen lassen.
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