Innovation

RGC is an internationally recognized innovator and thought leader in project, program and change management. Our innovative management approaches are published internationally and presented in events.


“Values for Business Value“


represents the mindset on which the RGC management approaches are based.

Holistic definition of solutions and boundaries

Sustainable business value as success criterion

Quick realization of results and efficiency

Iterative approach

Context orientation

Continuous and discontinuous learning

Empowerment
and resilience

Frequent, visually supported communication

Holistic definition of solutions and boundaries

  • Describing a solution holistically, avoiding sub-optimizations
  • Defining the content-related and the social project boundaries holistically

Sustainable business value as success criterion

  • Contributing to the business value by a project
  • Ensuring the business value by controlling the benefits realization
  • Considering principles of sustainable development in project management

Quick realization of results and efficiency

  • Ensuring quick wins in a project
  • Stopping an unsuccessful project in time
  • Using project management methods efficiently and flexibly

Iterative approach

  • Defining, prioritizing solution requirements iteratively
  • Structuring a project in a process-oriented manner
  • Using agile methods
  • Iterative project managing (initiating, starting, controlling, closing)

Context orientation

  • Perceiving the product owner as member of the project organization
  • Managing of and for stakeholders
  • Designing an integrated project organization, integrating stakeholders in project managing

Continuous and discontinuous learning

  • Using feedbacks and reflections for organizational and individual learning in a project
  • Promoting learning of the project
  • Perceiving and managing changes of projects explicitly

Empowerment and resilience

  • Promoting empowerment of the project team members, the project team and the project
  • Ensuring resilience of project team members, the project team and the project

Frequent, visually supported communication

  • Performing stand-up meetings, reflections in a project
  • Using scrum boards, project plans, project score cards etc. for project communication

RGC Innovating

  • We continue to develop our know-how in sprint-based innovation projects. Key results are published and presented in tools.
  • In the field of research, we cooperate with universities, colleges and companies. Feedback from peer review groups is used for quality assurance.
  • The integrative approach of project, program and change management contributes significantly to our USP.
  • Since 1988, we focus on thought leadership activities. It all started with “Management by Projects” as the revolutionary topic of the IPMA World Congress 1990 in Vienna.

Thought Leadership:
for more than 30 years!

2019 – 2021

Mindset of the project-oriented company

Processes and methods for adapting the mindset
Consequences of an agile mindset for project, program & change management

2016–2018

Project, Program, Change

Integrative consideration of management approaches
Securing sustainable business values

2014–2015

ONEmanagement

Integrating Process, Project & Change Management
Corporate Governance of the process- and project-oriented company

2010–2013

Sustainable Development & Project Management

Integrating project process and change management
Corporate governance of the project-oriented company

2009–2010

Changemanagement & Projects

Re-thinking project process & changemanagement
Principles of sustainable development

2007–2008

Sectoral Process & Project Management

Macro and micro process management in different sectors
Sector-specific project management standards

2001–2006

Project-oriented Society

Analysis and benchmarking of project-oriented societies
programmIaustria – the Austrian project management initiative

1998–2000

Maturity of the Project-oriented Company

Analysis and benchmarking of the project-oriented society
Consulting and auditing of projects and programs

1995–1997

Projektmanagement Benchmarking

Project & program management processes
Benchmarking of project & program management

1992–1994

Crisis Management

Avoidance, provision for and resolution of crises in project-oriented companies
M
anagement of crises in the society

1988–1991

Management by Projects

Strategies, structures and cultures of the project-oriented company
Systemic-constructivistic project management

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