Project management processes and dimensions
The project processes use standard procedures and tools, which we have developed from many years of experience in projects and their different complexities. We structure the procedures and tools in processes and dimensions.
Our way of working
The following picture shows our standard project management processes and the dimensions in which project management activities take place:
Project management processes and dimensions in a project.
We use a highly participative approach to processes: we strongly involve the people who are responsible for implementing the planning.
Our control processes are designed to maximize transparency and discipline, and to draw the right conclusions:
- Scope Management
- Task control (planned tasks)
- Control of unexpected events
- ToDo management
- Issue management
- Decision template management
- Risk management
- Quality Management
- Status Management
- Deadline Control
- Progress Control
- Cost Management
- Integration of all project information
Transparency is one of the most important success factors in complex projects. Our project management processes and dimensions are designed to create a level of transparency that goes far beyond customary project management methods.
In our experience, the proportion of unplanned events increases disproportionately with project complexity. Inadequate communication and a lack of consistency in dealing with unexpected events often escalate many small problems into massive project crises.
Therefore, in complex projects, we place special emphasis on "goal-oriented, systematic and consistent" todo and issue management.
In addition to processes, we consider the consideration of dimensions to be important.
By "people in the project" we mean:
- Qualification
- Motivation
- Incentivization/remuneration
- Leadership
- Employee development
- Stakeholder Management
- Communication and project marketing
- Conflict Management
By organization we mean:
- Selection of the right form of organization
- Differentiation between the elements in the project organization and the line organization
- Roles and responsibilities
- Reporting channels
By "methods and standards" we mean:
- Development/adjustment of methods and standards
- Training
- Support
- Verification of use
By "IT tools" we mean:
- Analysis of existing project management tools
- Improvement of existing tools
- Evaluation and introduction of new tools
If many projects are running at the same time, we speak of multi-project management. Then there is a need for overall resource coordination and prioritization. Portfolio management techniques are used for this purpose.
If the projects running in parallel have common goals, a common scope and a common deadline, we speak of program management. In addition to the techniques mentioned above, content dependencies play a major role in a project program, as does the uniformity of project standards.
The higher the complexity of projects, multi-projects and project programs, the greater are often the demands on the project culture.
The following figure illustrates the relationships:
Multi-project/program environment
Benefits for our customers
We achieve in our projects through our working methods:
- Reacting quickly and systematically to unplanned situations
- Avoidance of problems
- Meaningful project status reports with adequate reporting processes
- Transparency in project-relevant information to ensure quick decisions at all organizational levels
Special strengths of Gordi Consult
We have a wealth of experience and proven, configurable standards for all of the above topics.