Page 407 - Global Project Management Handbook

19-16 MANAGEMENT OF THE PROJECT-ORIENTED COMPANY

++ ++/−−

Good to very good Critical. Can lead to strong
performance. Very positive fluctuations in individual
influence on the project projects. Action required.
results.
Priority 4 Priority 2
+/− −−

Not critical. Average results, Very critical. Negative
therefore little influence to influence on the overall results.
be expected on the project Immediate action required.
results.
Priority 3 Priority 1
FIGURE 19.6 Priority grid.

The results were interpreted as follows:

● Project management. In this process, organization 2 (O2) was 10 percent better
than organization 1 (O1). O1 was far under the lower limit of interference (LLI)
and just under the lower limit (LL). This shows that a systems engineering company
is inferior in this important process when compared with a classic engineering
company.

Project management
100,0
80,0

60,0
Pilot operation Engineering
40,0
20,0
0,0

Initial operation Procurement

Assembly
FIGURE 19.7 Spider diagram showing status of internal processes.