Page 174 - Global Project Management Handbook

7-24 STATE OF THE ART OF GLOBAL PROJECT MANAGEMENT

Project F
Project A

(2)
Project C
Project D
(1)

Project E Project B

Legend:
Same technology
Same customer
Interpretation:
(3) There is the danger of bottlenecks in capacity occurring at the supplier
used in projects B and C.
(4) Milestone 3 must have been reached for project A in order to be able
to close down project E.
FIGURE 7.15 Symbolism and interpretations in a network-of-projects graph.

The objective of integrating two successive projects into a chain of projects can be real-
ized in the project close-down process of the current project and in the project start process
of the follow-up project. Planning of the structures of the follow-up project and their docu-
mentation in a draft of a project manual present a central content of the project performed

beforehand. Potential members of the project organization of the follow-up project should
be included in the project close-down process in order to participate in the structuring of
the follow-up project and to get to know representatives of relevant project environments.
In order to ensure the transfer of know-how into the follow-up project, members of the
project organization and representatives of relevant project environments of the project
performed beforehand should be invited to participate in the new project start process.
No specific methods are required for the management of chains of projects. The (orga-
nizational) measures for integrating two projects are depicted in the project management
documents, in particular, in the documents of the project organization.

BIBLIOGRAPHY

Aarto K, Martinsuo M, Aalto T. 2001. Strategic Management through Projects, 1st ed. Helsinki:
PMA Finland.
Enzenhofer D, Semper W. 1995 Controlling von Projekte-Netzwerken in projektorientierten
Unternehmen. Projekt Journal
Lipnack J, Stamps J. 1982. Networking: The First Report and Directory. New York: Doubleday.