Page 172 - Global Project Management Handbook

7-22 STATE OF THE ART OF GLOBAL PROJECT MANAGEMENT

are the creation of synergies in the network of projects and the organization of learning.
Networking comes about by means of communication of network partners in workshops,
meetings, and discussions. This communication can be supported by means of joint data-
bases, chatrooms, and links.
The need for project networking can be determined by project managers, by the proj-
ect portfolio group, and by the project management office. Because leaders and team
members focus on project objectives and deliverables, the potential for networking with
other projects is not always clear to the members of project organizations. It is therefore
also the task of the project portfolio group and the project management office to promote
project networking.
Project networking can be performed for a specific reason only or be established as a
periodic form of communication in a project-oriented company. One reason for the ad
hoc networking of projects is, for example, project discontinuities. The consequences of
a project crisis for other projects should be analyzed, and any necessary preventive mea-
sures should be implemented.
Even if project networking is established as a periodic form of communication in a
project-oriented company, the criteria for coupling projects into networks of projects
should be defined ad hoc. Communication can take place either via existing communica-
tion structures, for example, profit-center meetings, or in networking workshops and
meetings to be arranged.
Project networking requires a cooperative organizational culture. An active informa-
tion policy, the chance for horizontal communication, and mutual trust are central values
for project networking.

Tasks in Project Networking

Project networking commences with definition of the requirement for networking. As a
preparatory measure for project networking, the networking requirement should be con-
cretized, members of the individual project organizations should be invited to meet, and
relevant information regarding the projects to be networked should be supplied.
It is recommended that a networking workshop be carried out for the purpose of proj-
ect networking. As a form of communication, the workshop enables direct interaction
between the members of various project organizations. Based on an appropriate exchange

of information, the relationships between the projects that make up the network of projects
can be analyzed. A project network graph can be used to show these relationships among
projects.
Participants of a networking workshop are, on the one hand, members of the network-
ing project organizations and, on the other hand, representatives of relevant project envi-
ronments. A networking workshop lasts between half a day and a full day. Only one
workshop usually is required for project networking. If needed, networking workshops
can be supplemented by periodic networking meetings.
Based on analysis of conflicting and complementary relationships among projects,
strategies and measures for management of the project network can be determined. The
arrangement of agreed-on measures is the responsibility of the project managers of the
projects to be networked.

Results of the Project Networking
The results of project networking are, on the one hand, an analysis of the relationships
among the projects of a project network (possibly visualized in a project network graph)