Details Mayrhofer, Wolfgang, Chris, Brewster. Details Kirchhof, Stefanie, Brandtweiner, Roman. Happy Projects! A closer look into the efficiency of information gathering for innovation projects. Lists with This Book.

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English Version: 1. Reproduction by means of photocopy, microfilm or other method, as well as electronic distribution is allowed with declaration of the source. Projects and Project Management Projects and Types of Projects Dimensions of the Project Context Project Organisational Forms Methods for Project Start: Project Planning Project Objectives Object Breakdown Structure Objects of Consideration Work Breakdown Structure Work Package Specifications Project Phases Project Scheduling Project Resources Project Costs Project Financing Project Risks Methods for Project Co-ordination TO DO-Lists Minutes of Meetings Methods for Project Controlling Change Management Methods for Project Close-down Project Close-down and Project Context Assessment of the Project and of the Project Team Project Close-down Documentation Methods for Resolving a Project Discontinuity Situation Analysis Scenario Technique Strategies and Actions Programmes and Programme Management Programme Definition Design of the Programme Organisation Programme Planning and Programme Controlling Assignment of Projects and Programmes and Investment Evaluation.

Assignment of Projects and Programmes Investment Evaluation Managing the Project-oriented Organisation Model of the Project-oriented Organisation Procurement and Contracting The times when projects were limited to the performance of contracts in the building, construction and IT Industry are long past.

Projects are being used as temporary organisations for the performance of any process of large scope in project-oriented organisations. New types of projects, such as organisational development projects, marketing projects, product development projects are becoming commonplace.

We are living in a project-oriented society! Project management has established itself internationally as a discipline in its own right, and project manager has become a new profession. Project management standards, such as the pm baseline serve to support the formalisation of project management in our society. Its members come from trade and industry, public administration and universities. The vision of PMA for the new century is for project management to be accepted as a profession in its own right.

Multinational and multicultural projects are increasing in importance. Internationally recognised qualifications are necessary. The building blocks of certification levels are equivalent to a career path within an organisation.

The basis for the PM Certification is this pm baseline. The focus of the organisation is put on the professionalisation of project management and at the same time taking into consideration specific cultural requirements.

The IPMA offers training courses, expert seminars and congresses; puts emphasis on research and publication and has, together with its members, developed a project management certification programme.

Project management standards are a central instrument for ensuring a uniformly high standard of quality in the project management certification programmes of the diverse national project management associations in the IPMA.

In the ICB the project management knowledge elements are divided into "core" and "additional" elements. In addition to these contents requirements for the design of the national baselines formal requirements are defined. Objectives and Content of the pm baseline from PMA The objective of the pm baseline is a comprehensive representation of the relevant knowledge elements of project and programme management and the management of project-oriented organisations.

Each of these knowledge elements is fully described and literature references are given. The papers listed in the dark grey boxes can be downloaded from www. Common literary abbreviations are used. A comprehensive list of references is enclosed, too. This should make it easier for the reader to identify the main points.

In addition to project management, programme management and the management of projectoriented organisations make up important knowledge elements. A central objective of the pm baseline is to represent a consistent approach to project management and to the management of project-oriented organisations, as well as a common language.

In accordance with the International Competence Baseline there is a clear differentiation into knowledge and experience. The pm baseline should provide an overview of the state of the art to all those interested in project management and the management of project-oriented organisations.

In particular, the knowledge defined in the pm baseline forms the basis for the project management certification from PMA. Furthermore, the pm baseline should provide an orientation for the design of project management training programmes in schools, colleges and universities, as well as within companies. The pm baseline is not a project management textbook or script, and is therefore in no sense sufficient for the acquisition of individual project management knowledge.

Development and Distribution of the pm baseline The first version of the pm baseline in German was published in November The pm baseline is periodically updated to keep pace with new developments.

The second version of the pm baseline in German was published in July This document is the first English version of the pm baseline from PMA.

The editing was assisted by Martina Huemann. Happy Projects! Projects and Project Management 1. Projects and Types of Projects 1. Designing the Project Management Process 1. Systems Theory and Project Management 1. Criteria for Project Success 1. Project Quality English Version: 1. Projects are complex, mostly new, risky and important undertakings for the organisation undertaking the project.

They are goal-determined tasks, since the objectives for the deliverables, the deadlines, the resources and the costs are agreed between the project owner and the project team. Furthermore, projects can be perceived as organisations. In comparison to the relatively permanent structures of the permanent organisation such as divisions, business units, departments , projects can be seen as temporary organisations.

Projects can also be viewed as social systems which can be clearly differentiated from their environments and at the same time have relationships to these environments.

As an independent system a project has a specific purpose and its own structure. Elements of the project structure are, for instance, project specific values and rules, project roles, project specific communications, planning and controlling methods. Projects are to be differentiated from non-projects, such as routine tasks of the organisation, as well as from programmes. The classification of projects into different project types makes it possible to analyse the type-specific challenges and potentials for project management.

ICB , p. Project Management and Project Management Sub-Processes Project management is a business process of the project-oriented organisation. The project management process begins with the project assignment and ends with the project approval.

It contains the sub-processes project start, project co-ordination, project controlling, project discontinuity management and project close-down. These sub-processes of project management are related to one another. The objects of consideration in project management are the project objectives, project scope, project schedule, project resources and project costs, the project organisation and the project culture, as well as the project context pre- and post project phases, project environments, other projects etc.

Project Assignment Project Start.

DIN 28136 PDF

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