Projects don’t always go according to plan, and they certainly don’t always run smoothly. It’s not just about skillful project management. It’s always about securing expected results, increasing project performance and efficiency, and overcoming project crises.
In practice, a systematic and holistic approach that combines hard and soft factors, business logic, and project dynamics has proven effective. It’s not enough for the usually ‘undiscussable’ to come to the table in a cleansing storm – in the end, it’s about the achieved business value of the project.
The individual dimensions of the adjacent graphic are backed by clear success rules and maturity levels. Business, technical-content, methodological aspects, as well as questions of leadership and collaboration are systematically and holistically evaluated. As is often the case: it’s not the instrument, but the process that decides.
The attitude is fundamentally solution-oriented, forward-looking. Analysis is only conducted to the extent necessary to identify the ‘appropriate’ improvement levers. Specifically, this can include discussing and confronting the current situation in various circles (project management and team, client and steering committee), exploring possible improvement approaches, and communicating to the various project stakeholders. These various, often contradictory internal views are complemented by the independent assessment of the external consultancy.
The fundamental options typically range from reorientation with drastic goal adjustments, through structural changes in project setup, to optimizations of project management and collaboration – or even project termination with securing the achieved partial results.
Projects don’t always go according to plan, and they certainly don’t always run smoothly. It’s not just about skillful project management. It’s always about securing expected results, increasing project performance and efficiency, and overcoming project crises.
In practice, a systematic and holistic approach that combines hard and soft factors, business logic, and project dynamics has proven effective. It’s not enough for the usually ‘undiscussable’ to come to the table in a cleansing storm – in the end, it’s about the achieved business value of the project.
The attitude is fundamentally solution-oriented, forward-looking. Analysis is only conducted to the extent necessary to identify the ‘appropriate’ improvement levers. Specifically, this can include discussing and confronting the current situation in various circles (project management and team, client and steering committee), exploring possible improvement approaches, and communicating to the various project stakeholders. These various, often contradictory internal views are complemented by the independent assessment of the external consultancy.
The fundamental options typically range from reorientation with drastic goal adjustments, through structural changes in project setup, to optimizations of project management and collaboration – or even project termination with securing the achieved partial results.