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CHAPTER 2

              PROJECT MANAGEMENT:
             A BUSINESS PROCESS OF

               THE PROJECT-ORIENTED

                             COMPANY               ∗




                                 Roland Gareis
                 Vienna University of Economics and Business Administration,
                                   Vienna, Austria



              Roland Gareis holds an M.B.A. and a Ph.D. He was a Fullbright scholar
              at the University of California, Los Angeles, in 1976, professor for
              construction management at the Georgia Institute of Technology,
              and visiting professor at the Georgia State University, ETH in Zürich,
              Switzerland, and the University of Quebec in Montreal, Canada.
              Since 1983, he has been director of the postgraduate program
              “International Project Management” at the Vienna University of
              Business Administration. For 15 years he was president of Project
              Management Austria, the Austrian project management association.
              He was project manager of the 10th Internet World Congress on
              Project Management and manager of the research program “Crisis
              Management.” Currently, he is professor of project management at
              the Vienna University of Economics and Business Administration,
              manager of the global research program “Project Orientation,” and
              owner of Roland Gareis Consulting. He has published several books
              and papers on management of the project-oriented company.



        ABSTRACT

        Projects are temporary organizations that are used for the performance of relatively
        unique short- to medium-term strategically important business processes with medium
        to large scope. Project management is a business process of the project-oriented company
        that includes the subprocesses project start, continuous project coordination, project con-
        trolling, project close-down, and possibly, resolution of a project discontinuity. In the
        project management process, project objectives, objects of consideration, project sched-
        ules, project costs and project income, project resources, and project risks, as well as the
        project organization, the project culture, and the project context, are considered.




           *Parts of this chapter are based on the book Happy Projects! by Roland Gareis (Vienna: Manz, 2005).


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