ShuHaRi is the Japanese term for learning stages in the development of Asian martial arts. Beginners at the Shu level need the one way. Experts at the Ri level choose and decide among many available paths.
The same applies to the successful application of project management methods. For less experienced project managers, a few standards are helpful; too many variants distract and defocus. Experienced project managers, on the other hand, know many available methods from which they can and want to choose, and they should also be able to justify their choice.
In corporate practice, however, generic models, strict standards, and uniform processes are often prescribed, which do not do justice to the individual project in its specific context and the responsible individuals with their special abilities.
However, methodological support requires a framework to make the necessary design decisions systematically and traceably.
The illustration shows the most important design dimensions and options in which a project can be adequately designed. In numerous coaching sessions and project consultations, it has proven effective to consciously design projects along these criteria. Read here about approaches to project improvement.
An initial research project has developed an expert system that describes the options for different project types as well as explanation modules. The so-called intuitive approach of experienced project managers thus becomes comprehensible and explainable, and experiences can be systematically traced back.
What, then, is the management task for successful projects? To support and encourage project managers to be able to choose and consistently apply the specific model.
ShuHaRi is the Japanese term for learning stages in the development of Asian martial arts. Beginners at the Shu level need the one way. Experts at the Ri level choose and decide among many available paths.
The same applies to the successful application of project management methods. For less experienced project managers, a few standards are helpful; too many variants distract and defocus. Experienced project managers, on the other hand, know many available methods from which they can and want to choose, and they should also be able to justify their choice.
In corporate practice, however, generic models, strict standards, and uniform processes are often prescribed, which do not do justice to the individual project in its specific context and the responsible individuals with their special abilities.
However, methodological support requires a framework to make the necessary design decisions systematically and traceably.
The illustration shows the most important design dimensions and options in which a project can be adequately designed. In numerous coaching sessions and project consultations, it has proven effective to consciously design projects along these criteria. Read here about approaches to project improvement.
An initial research project has developed an expert system that describes the options for different project types as well as explanation modules. The so-called intuitive approach of experienced project managers thus becomes comprehensible and explainable, and experiences can be systematically traced back.
What, then, is the management task for successful projects? To support and encourage project managers to be able to choose and consistently apply the specific model.