Page 360 - Global Project Management Handbook

P ● A ● R ● T ● 4

MANAGEMENT OF THE

PROJECT-ORIENTED

COMPANY

In Chapter 18, Roland Gareis introduces the model of the project-oriented
company. Its specific strategies, structures and cultures are described.
In order to integrate the multitude of projects and programs performed
simultaneously, the PM Office and the Project Portfolio Group as well as
project and program management procedures and templates are presented as
integrative structure of the project-oriented company.
In Chapter 19, the concept of a Project Portfolio Score Card (PPSC) is
introduced as a useful instrument for controlling a project-oriented company
by visualizing the progress of any given project. Methods for PPSC’s use are
given by Jankulik and Piff, along with multiple examples to familiarize the

reader with its use in a project-oriented company.
In Chapter 20, Turner discusses partnering as a form of communication
between client and contractor in a project. Turner shows how partnering is
different from other forms of communication, when and how it can be
effective, and what the different types of partnering are. Finally, methods for
achieving partnering are discussed.
In Chapter 21, Roland Gareis and Michael Stummer introduce business
process management as a maturity dimension of the project-oriented company.
Business process management contributes to the professional performances of
business processes in repetitive projects, such as contracting projects.
Consequences for the organization and for personnel management of the
project-oriented company are presented.

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