Page 376 - Global Project Management Handbook

MANAGEMENT OF THE PROJECT-ORIENTED COMPANY 18-17

Project management
100
Organizational design 80
Program management
of the POO 60
40
20
Assurance of management
Personnel management 0 quality of a project or
in the POO
a program

Networking of projects Assignment of a project or
a program
Project portfolio
coordination
FIGURE 18.8 Maturity model of the project-oriented company according to Roland Gareis’
Management of the Project-oriented Company.

The project management process begins with the project assignment and ends with the
final approval of the project by the project owner. The process is made up of the sub-
processes project start, project coordination, project control, possibly resolving a project
discontinuity, and project close-down. Analogous to these are the program management
subprocesses program start, program coordination, program control, possibly resolving a
program discontinuity, and program close-down. To ensure management quality in a
project or a program, the processes of management consulting and management auditing
can be performed.
In the process of project portfolio coordination, the priorities between projects are set,
and internal and external resources are coordinated. The process of networking of pro-
jects contributes to the assurance of synergies in the network.
Personnel management in a project-oriented organization includes the recruiting, disposi-

tion, and (continuous) development of project personnel. Employees of the project-oriented
company who have the role of project or program owner, project or program manager, proj-
ect team member, project contributor, etc. should be understood as project personnel.
The organizational design of a project-oriented organization includes the establish-
ment of a project management office, a project portfolio group, and expert pools; the
establishment of guidelines for project and program management and for project port-
folio management; and the development of standard project plans. These specific
processes can be depicted graphically in a maturity model of a project-oriented com-
pany (Fig. 18.8).

INTEGRATIVE METHODS OF THE PROJECT-ORIENTED COMPANY

Methods to integrate the different projects and programs performed simultaneously by
the project-oriented company are
● Guidelines for project and program management
● Templates for project and program management