{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

Project_Management_Competencies-PMA-Roland Garies

Project_Management_Competencies-PMA-Roland Garies - Project...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
© PROJEKT MANAGEMENT AUSTRIA page 1 Project Management Competences in the Project-oriented Organisation Roland Gareis, Martina Huemann University of Economics and Business Administration Vienna PROJEKTMANAGEMENT GROUP, Franz Klein-Gasse 1, A-1190 Vienna, Austria Tel: (+43-1) 4277/29401, Fax (+43-1) 368 75 10, E-mail: [email protected], E-mail: [email protected] published in: The Gower Handbook of Project Management, JR Turner and SJ Simister (ed), Gower, Aldershot, 2000 pp. 709-721 Abstract In the “Project-oriented Company (POC)” project management (pm-)competences are not just required by individuals, but also by project teams and by the organisation overall. These competences have to correlate. The pm-competences e.g. of individuals performing project roles, such as project owner, project manager, or project team member, have to be in accordance with the organisational pm-competences of a company. The pm-competences of individuals, project teams, and organisations can be described, measured, and further developed. As project management has to be considered as a core competence of the POC, in the further development of this competence has to be explicitly invested. 1. Strategy, Structure and Culture of the Project-oriented Organization A Project-oriented Organisation is an organisation, which defines “Management by Projects” as an organisational strategy, applies temporary organisations for the performance of complex processes, manages a project portfolio of different project types, has specific permanent organisations to provide integrative functions, applies a “New Management Paradigm”, has an explicit project management culture, and perceives itself as project-oriented. POOs consider projects not only as tools to perform complex processes, but as a strategic option for the organisational design of the company. “Management by Projects” is the organisational strategy of companies dealing with an increasingly complex business environment. By applying “Management by Projects” the following organisational objectives are pursued: organisational differentiation and decentralisation of management responsibility, quality assurance by project team work and holistic project definitions, goal orientation and personnel development, and organisational learning by projects. POOs perceive projects and programmes as temporary organisations for the performance of complex processes, such as contracts for external clients as well as product developments, marketing campaigns or reengineering activities for internal clients.
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Project Management Competences in the Project-oriented Organisation © PROJEKT MANAGEMENT AUSTRIA page 2 The more projects of different types a company holds in its project portfolio, the more differentiated it becomes and the higher becomes its management complexity. In order to support the successful performance of the single projects as well as to ensure the compliance of the objectives of the
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}