RGC PROJECT – processes, methods for sustainable project management

Project and program definition

A project is a temporary organization for the performance of a relatively unique, strategically important business process of medium or large scope.

A program is a temporary organization for the performance of a relatively unique, strategically important process of large scope. The projects of a program are linked by common objectives, strategies and processes

Project management process

Project management is a business process which contains the sub-processes starting a project, coordinating a project, resolving a project discontinuity, controlling a project and closing down a project.
The objects of consideration of project management are not only the project scope, schedule and costs but also the project objectives, the project organization and culture, the project personnel, the infrastructure, the project risks and the context of the project (project stakeholders, the business case, the company strategies, and the other related projects).

Project-oriented companies

Project-oriented companies pursue „Management by Projects“ as a strategy and use projects and programs as temporary organizations. Project-oriented companies are characterized by specific integrative structures like PM offices, project portfolio group and expert pools.

The objective of a PM office is the securing (?) of a professional project, program and portfolio management e.g. by establishing guidelines and formulas. The objective of  project portfolio group is the management of the project portfolio. The objective of the expert pool is to provide the relevant and qualified experts  for the projects and programs.

 

RGC PROJECT im Vergleich zu traditionellem Projektmanagement

Criterion RGC PROJECT Traditional PM
Project definition
  • Differentiation in small projects, projects and programs 
  • Everything” is considered a project 
Perception of a project
  • Project as a temporary organization, as a social system 
  • Project as a relatively unique, definable task 
Project management
  • PM as a process
  • PM as a set of methods, as a set of processes 
Differentiation between project and program
  • Differentiation is made
  • Differentiation partially made
Use of project management methods
  • To structure the project communication
  • To control 
Objects of consideration of project management
  • Objectives
  • Objects of consideration
  • Scope
  • Schedule
  • Costs
  • Income
  • Personnel
  • Resources
  • Organization
  • Culture
  • Infrastructure
  • Context
  • Scope
  • Schedule
  • Costs
Specific features
  • “Empowered” and “integrated” project organization
  • Project culture
  • Project context
  • Contracting
  • Procuring 
Project success
  • Optimizing the business case of an investment, initialized by a project 
  • Compliance with scope, schedule and costs 
Management of the project oriented society
  • Dissociation from project and program management 
  • No dissociation 

Publications related to RGC PROJECT

Books Cleland, D., Gareis, R., 2006, Global Project Management Handbook, McGraw-Hill, New YorkGareis, R., 2004, Happy Projects! Chinesische Auflage, China Machine Press, BejingGareis, R., 2005, Happy Projects! Englische Auflage, Manz, Vienna
Gareis, R., 2006, Happy Projects! 3. Deutsche Auflage, Manz, Wien
Gareis, R., 2006, Happy Projects! Rumänische Auflage, Printing House of Academy of Economic Studies, Bucharest
Gareis, R., 2007, Happy Projects! Ungarische Auflage, HVG Könyvek, Budapest
Gareis, R., 2004, Happy Projects! Chinesische Auflage, China Machine Press, Bejing
Gareis, R., 2005, Happy Projects! Englische Auflage, Manz, Vienna
Gareis, R., 2006, Happy Projects! 3. Deutsche Auflage, Manz, Wien
Gareis, R., 2006. Happy Projects! Rumänische Auflage, Printing House of Academy of Economic Studies, Bucharest
Gareis, R., 2007, Happy Projects! Ungarische Auflage, HVG Könyvek, Budapest
Turner, J.R., Huemann, M.,  Anbari, F.T., Bredillet, C., 2010, Perspectives on projects, Routledge, forthcoming
Turner, J.R., Huemann, M., Keegan, A.E., 2008, Human Resource Management in the project-oriented organisation, Newtown Square, PA: Project Management Institute
Papers/

Book chapters

Gareis, R., 2001, Programmmanagement und Projektportfolio-Management: Zentrale
Kompetenzen Projektorientierter Unternehmen, Projekt Management, 1/2001, 4-11Gareis, R., 2002, Projekte zum Management einer Unternehmensdiskontinuität, In: Schlager, Feldbauer (edt). Handbuch Krisenmanagement – Sanierung. Linde
VerlagGareis, R., 2004, Managing by Projects, In: Morris P.W.G, Pinto J. (ed.), The Handbook of Managing Projects, Wiley & Sons
Gareis, R., 2007, Project Start Process, In: Turner, J.R. (edt), Gower Handbook of Project Management, Gower, Aldershot, 547-567
Gareis, R., Huemann, M., Martinuzzi, A., 2009, Relating sustainable development and project management, IRNOP XI, 11- 13 October 2009, Berlin
Huemann, M., 2004, Improving quality in projects and programmes, In Morris, P.W.G., Pinto J.K. (ed.), The Wiley Guide to Managing Projects, Wiley & Sons, New York
Gareis, R., 2002, Maturity of Project-oriented Organisations, In: Slevin, Cleland, Pinto (ed.), The Frontiers of Project Management, Project Management Institute
Gareis, R., Huemann, M., 2002. Benchmarking Projektorientierter Gesellschaften: Dänemark, Österreich, Rumänien, Schweden, Ungarn und UK im Vergleich, Projekt Management, GPM 13. Jahrgang 2/2002
Gareis, R., Huemann, M., 2003, Project management competences in the projectoriented company, In: Turner J.R (ed.). People in Project Management, Gower,Aldershot
Gareis, R., Huemann, M., 2007, Maturity models for the project-oriented company, In: Turner J.R. (ed.), The Gower Handbook of Project Management, Gower, Aldershot, 187-213
Huemann, M., 2006, Managing project management personnel and their competencies in the project-oriented company, In Cleland, D.I., Gareis, R. (ed.), Global Project Management Handbook, McGraw-Hill, New York
Huemann, M., 2007, Conducting audits, In Turner, J.R. (edt.), The Gower Handbook of Project Management, 4th edition, Gower, Aldershot
Huemann, M., Anbari, F.T., 2007, Project auditing: A tool for compliance, governance, empowerment, and improvement,  Journal of Academy of Business and Economics, 7(2), 9-17
Huemann, M., Keegan, A.E., Turner, J.R., 2007, Human Resource Management in the project-oriented organization – a review, International Journal of Project Management, 25(3), 315-323
Huemann, M., Turner, J.R., 2009, Aligning line and project HRM in the project-orientated company, IRNOP
XI, 11- 13 October 2009, Berlin
Huemann, M., Turner, J.R., 2009, Aligning line and project HRM in the project-orientated company, AOM, August 2009, Chicago
Huemann, M., Turner, R., Keegan, A.E., 2004, Managing human resources in a project-oriented company, In Morris, P.W.G., Pinto J.K. (ed.), The Wiley Guide to Managing Projects, Wiley & Sons, New York
Huemann, M., Turner, J.R., Keegan A.E., 2004, Human resource management in the project-oriented organization: questions for future research, In Slevin, D.P., Cleland D.I., Pinto J.K. (ed.), Innovations: project management research 2004, PA: Project Management Institute, Newtown Square
Keegan, A., Turner, J.R., Huemann, M., 2007, Managing Human Resources in the project-based organization, In Turner J.R. (ed.) The Gower Handbook of Project Management, 4th edition, Gower, Aldershot
Stummer, M., 2006. Business Process Management in the project oriented company, In: Cleland, D., Gareis, R. Global Project Management Handbook, McGraw-Hill, New York
Turner, J.R., Huemann, M., 2007. Quality, In Turner J.R. (ed.), The Gower Handbook of Project Management, 4th edition, Gower, Aldershot
Turner, J.R., Huemann, M., Keegan, A.E., 2008, Human Resource Management in the project-oriented organization: employee well being and ethical treatment, International Journal of Project Management, 26(5), 577-585
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