Project management - Optimal use of resources in structured processes
Many (global) projects must also be managed with limited resources (multi-project management). Requirement engineering identifies the actual objectives and expectations in a structured process. The timely recognition and evaluation of ongoing project risks is becoming more and more significant. Ultimately, project risks must be overcome and faltering projects must either be terminated or reactivated and successfully completed.
Recent studies show that nearly 25% of projects are prematurely terminated and 44% do not go as planned; in other words, they take longer, cost more and/or do not deliver the desired results.
Typical questions and challenges
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Do all of the participants understand the challenges and objectives of the project?
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How is a complex project planned and structured?
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Can these types of projects/changes be planned at all? What kind of planning is possible?
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Who are the (power) promoters at the management level?
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Who should be the project manager, and who belongs on the project team? What are the roles, tasks and responsibilities of all the participants?
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How can the project be successfully directed (including leadership of employees, motivation and delegation) and managed (organization, structure and schedule)?
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How do we deal with changes in the project objectives, in the scope of delivery, timing, etc.? Are these changes adequately evaluated and is the project consistently reoriented to account for them?
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How can we successfully carry out multi-project management?
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How can we effectively develop and use international resources and work together as efficiently as possible?
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How can we start, direct and manage “cross-company projects” in order to minimize the inherent systematic risks?
Our consulting approach
Successful project management requires a stable foundation: an effective company-wide project management concept with room for optimizing various project types and classes. Whether or not projects are successfully executed and completed depends less on the methods/tools used than on the implemented structures and processes on the one hand, and the participants’ communication and consistent management of the projects on the other.
