Page 59 - Global Project Management Handbook

PROJECT MANAGEMENT 2-21

All members of the project organization are responsible for project marketing. Not
only the project manager but also the project owner team and the project team members
are responsible for adequate communication of the project. Project contributors, who only
work on the project selectively, do not bear responsibility for project marketing.
The members of the project organization need marketing competence. Project marketing
therefore is not only an instrument but also a matter of attitude; it is part of self-understanding
and is especially important for the project manager. This self-understanding requires adequate
ethical standards that rule out misinformation and manipulation in project marketing.
The costs of project marketing must be addressed in the project management budget.
Personnel costs and material costs for various project marketing instruments (e.g., project
folder, project newsletter, project finishing touches, etc.) must be accommodated.

DESIGN OF THE BUSINESS PROCESS
“PROJECT MANAGEMENT”

The business process “project management” must be designed in accordance with the
specific requirements of a project. The use of project management methods and stan-
dard project plans, of project communication forms, of the project infrastructure, and of
project consultants and project management coaches must be managed.

Use of Project Management Methods

The use of project management methods in projects should be laid down in the organiza-
tional guidelines of project-oriented companies. In accordance with the structure of the
project management process, the project management methods to be used in the project
start, in project coordination, in project control, in resolving project discontinuities, and
in the project close-down must be differentiated. With regard to the use these methods, a
distinction must be made between must and can use. Decisions regarding the use of can
methods and the degree of detail in the use of such methods must be made based on to the
project. Further, the use of project management methods must be differentiated for pro-
jects and for small projects (Table 2.4).
Each new project plan resulting from the use of a project management method is a

model of the project and serves to construct the project reality. The use of several differ-
ent project management methods enables the development of a management complexity
that matches the complexity of the project.
The quality of the project plans must be ensured by applying multiple methods. The
completeness of the project plans can only be ensured by relating the project management
methods with each other and by cyclic revisions of the project plans. For example,
insights from project environment analysis can be incorporated into the work breakdown
structure and/or in the project cost plan. The degree of detail of project plans must be
determined in relation to the complexity of the project.
Project plans should be developed jointly by the project team in a project start work-
shop. Thus the creativity of the team can be engaged, and identification of project team
members with the results is promoted. The initial development can be prepared by a
small group of selected project team members. The use of moderation techniques ensures
target-oriented and efficient teamwork. Visualization techniques promote communication
in the project management process and support the documentation of results.
Project plans often are understood to be instruments used exclusively for documenta-
tion. In fact, however, project plans are also instruments for decision making (decisions
on alternative strategies), for leadership (basis for agreements on objectives, establishing
commitment), and for communication. Adequate information technology (IT) support