52,99 €
Mehr erfahren.
- Herausgeber: Wiley-VCH
- Kategorie: Fachliteratur
- Sprache: Englisch
In this translation of the updated and expanded new edition of ?Modern Project Management?, Holger Timinger explains the classic, agile and hybrid approaches to project management. This book is intended to enable you to use suitable processes, methods, tools and roles for handling an individual project task, and also deals with the HyProM structuring framework.
You will learn what characterizes traditional project management and in which situations it has strengths and weaknesses. The author also shows you when and where to use agile project management. This allows you to combine traditional and agile approaches when it makes sense.
The book takes up current standards such as the Individual Competence Baseline (ICB) 4.0 of the International Project Management Association (IPMA) and the PMBOK of the Project Management Institute (PMI).
It is one of the first books to deal with hybrid project management in a structured and comprehensive way, using an innovative framework. The framework structures project management processes, methods, tools and roles.
The digital business world, agile transformation and technology and innovation management are buzzwords that are preoccupying many companies. Efficient and effective project management can make an important contribution to this.
Sie lesen das E-Book in den Legimi-Apps auf:
Seitenzahl: 841
Veröffentlichungsjahr: 2025
Ähnliche
The Author
Prof. Dr. Holger TimingerMörikeweg 1684036 Landshut
Cover Picture: Leigh Prather - stock.adobe.com
Copy editing: Sparks Publishing Services Ltd
All books published by Wiley-VCH are carefully produced. Nevertheless, authors, editors, and publisher do not warrant the information contained in these books, including this book, to be free of errors. Readers are advised to keep in mind that statements, data, illustrations, procedural details or other items may inadvertently be inaccurate.
Bibliographic information published by the Deutsche Nationalbibliothek
The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie; detailed bibliographic data are available on the Internet at <http://dnb.d-nb.de>.
© 2025 Wiley-VCH GmbH, Boschstr. 12, 69469 Weinheim, Germany
All rights reserved (including those of translation into other languages). No part of this book may be reproduced in any form – by photoprinting, microfilm, or any other means – nor transmitted or translated into a machine language without written permission from the publishers. Registered names, trademarks, etc. used in this book, even when not specifically marked as such, are not to be considered unprotected by law.
Print ISBN: 978-3-527-53058-8ePub ISBN: 978-3-527-85063-1
Table of Contents
Cover
Title Page
Copyright
Table of Contents
Introduction
About this book
Aim of this book
Target audience
Prerequisites
Structure of the book
Use of colors, symbols and formats
1 Standards and norms in project management
Overview
PMI Project Management Body of Knowledge
PRINCE2
®
ISO 21502
DIN 69901
IPMA Individual Competence Baseline
Green Project Management P5
Agile standards
Modern project management
2 Process models for plan-based project management
What does traditional mean here?
Common characteristics of plan-based process models
Sequential process models
Concurrent process models
Repetitive process models
Practical examples and case studies
3 Plan-based project management – tools, methods and ongoing tasks
Introduction
Project initialization and definition
Project planning
Project controlling
Project closure
Ongoing project management tasks
Practical examples and case studies
4 Agile project management
Agile manifesto and agile values
Scrum
Scaled Scrum
Kanban
Lean project management and theory of constraints
More agile process models
Practical examples and case studies
5 Hybrid project management
Introduction
Development of individual process models for successful project management
Sequential application of different process models
Parallel application of plan-based and agile process models
Integrated application of different process models
ScrumBan
Software tools in hybrid projects
Practical examples and case studies
6 Leadership
Introduction to leadership and team development
Goals of leadership and team development
Leadership concepts and styles
Motivation
Team composition and team development
Communication
Conflicts and crises
Lateral leadership
Leadership in agile environments
Practical examples and case studies
7 Interfaces of hybrid projects to programs and portfolios
Overview
Methods for project selection
Program management
Portfolio management
Characteristics of agile and hybrid program and portfolio management
Practical examples and case studies
8 Toolbox
Introduction
I Initialization
D Definition
P Planning
M Monitoring and control
C Closing
9 Glossary
10 Certificate Modern Project Management
Norms and standards (1 question)
Process models (3 questions)
Plan-based project management incl. ongoing tasks (16 questions)
Agile project management (16 questions)
Hybrid project management (9 questions)
Leadership (5 questions)
Solutions
11 Solutions to the exercises and case studies
Case study 2.1: Definition of quality gates
Case study 2.2: Traceability in the V-model
Case study 2.3: Prototype planning spiral model
Case study 3.1: Exercises for project initialization and definition
Case study 3.2: Exercises for project planning
Case study 3.3: Exercises for project control
Case study 3.4: Exercises for project closure
Case study 3.5: Exercises for ongoing project management tasks
Case study 4.1: Sprint backlog
Case study 4.2: Synchronization of several teams
Case study 4.3: Customer and technical design requirements
Case study 4.4: Large-scale project with Scrum
Case study 4.5: Daily Scrum
Case study 4.6: Overload due to incorrect velocity
Case study 4.7: Agile scaling with Nexus
Case study 4.10: Flow optimization
Case study 4.11: Cumulative flow
Case study 4.12: Optimizing bottlenecks
Case study 4.13: Exercise replanning a project according to critical chain project management
Case study 5.1: Criteria and selection of an organization-specific process model
Case study 5.2: Situation analysis and target definition
Case study 5.3: Development of an organization-specific process model for successful project management
Case study 5.4: Introduction of a new process model
Case study 5.5: Agile project management in the construction industry
Case study 5.6: Plan-based project with Kanban
Case study 5.7: Agile or hybrid large-scale project?
Case study 5.8: Failed introduction of a new process model
Case study 5.9: Hybrid product development process
Case study 6.1: Team selection
Case study 6.2: Communication within the team
Case study 6.3: Project vision and participation
Case study 6.4: Motivation
Case study 6.5: Escalation
Case study 7.1: Project comparison with the utility value analysis
Case study 7.2: Hybrid program and portfolio management
Bibliography
Index
End User License Agreement
List of Illustrations
Introduction
Figure 1: Color codes for different topics and chapters of this book.
Chapter 1
Figure 1.1: A project at the center with interfaces to the project owner or ...
Figure 1.2: Structure of the standard for project management and the perform...
Figure 1.3: Overview of PRINCE2
®
based on [Murray et al., 2023].
Figure 1.4: Integrated project management practices and associated roles acc...
Figure 1.5: Project management dimensions as defined in the GPM P5 standard ...
Figure 1.6: Competence levels of the Modern Project Management certificate a...
Figure 1.7: Topics of the Modern Project Management certificate, which must ...
Chapter 2
Figure 2.1: Process models can contain the following components: a phase mod...
Figure 2.2: Overview from the time of the emergence of Henry Gantt's beam pl...
Figure 2.3: Plan-based approach for projects according to Wysocki [Wysocki, ...
Figure 2.4: Typical timeline of plan-based projects with project management ...
Figure 2.5: Roles and interfaces in project management.
Figure 2.6: Overview of the organizational forms of functional project organ...
Figure 2.7: In the waterfall model, the individual phases are run through se...
Figure 2.8: In the V-model, the individual phases are run through sequential...
Figure 2.9: Advantages of parallel or partially parallel processing of the p...
Figure 2.10: Incremental process model: The individual phases from the requi...
Figure 2.11: The project start in the spiral model is shown in the center. I...
Figure 2.12: Process model in the Omikron project.
Chapter 3
Figure 3.1: The project begins with the initialization and definition phase....
Figure 3.2: Example of a project brief that summarizes important information...
Figure 3.3: Project characterization based on the complexity of the project ...
Figure 3.4: Example of a project canvas. The individual fields help you not ...
Figure 3.5: The Cone of Uncertainty represents the uncertainty in knowing th...
Figure 3.6: The letters SMART stand for
S
pecific,
M
easurable,
A
chievable,
R
e...
Figure 3.7: Example of a hierarchy of objectives based on Nagel [Nagel, 1992...
Figure 3.8: Example of a matrix of objectives. The objectives are compared h...
Figure 3.9: Syntax of a well-formulated requirement with two examples derive...
Figure 3.10: Illustration of a typical structure of a list of user needs and...
Figure 3.11: Structure of a phase and milestone plan. Costs and deadlines ar...
Figure 3.12: Example of a phase and milestone plan. The numbers in the black...
Figure 3.13: Responsibilities and authorities of important project participa...
Figure 3.14: Example of a project organization chart with the sub-projects s...
Figure 3.15: Exemplary illustration of an escalation path.
Figure 3.16: Sequence of structured problem solving.
Figure 3.17: Example of a morphological box for a pocket calculator. The cha...
Figure 3.18: Example of a mindmap.
Figure 3.19: Left: Example of an Ishikawa diagram with the 6M: man, machine,...
Figure 3.20: Sketch of the Eisenhower principle: Tasks are ordered according...
Figure 3.21: Example of a RACI matrix (R: responsible, A: accountable, C: co...
Figure 3.22: Example of a list of action items with consecutively numbered (...
Figure 3.23: After a successfully completed initialization and definition ph...
Figure 3.24: Structure of a work breakdown structure as a hierarchical diagr...
Figure 3.25: Exemplary work breakdown structures with different structuring ...
Figure 3.26: Example of a form for describing a work package.
Figure 3.27: Three types of scheduling – left: milestone plan without specif...
Figure 3.28: Representation of elements in the network diagram and Gantt cha...
Figure 3.29: Detailing the work packages by breaking them down. The work pac...
Figure 3.30: Representation of activities and milestones as nodes in the net...
Figure 3.31: Example of a finish to start relationship (FS) and the resultin...
Figure 3.32: Forward and backward pass calculation: 1) In forward pass calcu...
Figure 3.33: Example with activities planned in parallel and illustration of...
Figure 3.34: Minimum distances are indicated above the relationship, maximum...
Figure 3.35: Overview of the relationships finish to start, start to start, ...
Figure 3.36: Example of a network diagram with various relationships, calcul...
Figure 3.37: Example of a network diagram in tabular form.
Figure 3.38: Example of a Gantt chart showing the earliest and latest positi...
Figure 3.39: Resource histogram for the exemplary resource types requirement...
Figure 3.40: Interaction between otherwise independent projects due to resou...
Figure 3.41: Resource plan based on the schedule. The exemplary project was ...
Figure 3.42: Overview of the different kinds of costs in projects based on S...
Figure 3.43: Cost calculation based on Fiedler [Fiedler, 2020], taking into ...
Figure 3.44: Preparation of the cost plan: The resource demand (highlighted ...
Figure 3.45: Visualization of the cost line and total cost line as a diagram...
Figure 3.46: The realization of the project plans begins in the control phas...
Figure 3.47: Overview of the tasks in the controlling phase of a project. Th...
Figure 3.48: Relationship between project duration and frequency of progress...
Figure 3.49: Comparison of methods for determining the percentage complete....
Figure 3.50: Typical illustration of the key figures planned value PV, actua...
Figure 3.51: Calculation of the earned value EV and the percent complete PC ...
Figure 3.52: Explanation of the cost and schedule analysis. It is usually su...
Figure 3.53: Example of a progress report. In practice, there are countless ...
Figure 3.54: In the closing phase, the last deliverables are completed. Fina...
Figure 3.55: The four phases of project completion based on Burghardt [Burgh...
Figure 3.56: Projects can benefit from the experiences of previous projects....
Figure 3.57: Exemplary excerpt from a simple post-calculation. Deviations ca...
Figure 3.58: Stakeholder and risk management process.
Figure 3.59: STEEP analysis of an exemplary project. The five areas of STEEP...
Figure 3.60: Example of an impact analysis in tabular form based on Patzak a...
Figure 3.61: Two examples of a portfolio representation for stakeholders. On...
Figure 3.62: Stakeholder communication strategies.
Figure 3.63: Excerpt from a communication matrix. A participative communicat...
Figure 3.64: Left: Example of the definition of probability and damage categ...
Figure 3.65: Example of a qualitative and quantitative risk assessment with ...
Figure 3.66: Left: Risks R1 to R5 in the risk matrix as defined in the risk ...
Figure 3.67: Planning measures and reassessing a risk. In practice, you carr...
Figure 3.68: Visualization of the contingency and management reserve to moni...
Figure 3.69: Overview of the presented methods of project marketing and some...
Figure 3.70: Left: The PDCA cycle according to Deming and Shewhart. Quality-...
Figure 3.71: Exemplary progression of the number of open errors of two softw...
Figure 3.72: Exemplary excerpt from a document overview list.
Figure 3.73: Example of a document planning matrix. The document types are e...
Figure 3.74: Overview of the individual aspects of configuration management....
Figure 3.75: Overview of change control process.
Figure 3.76: Example of a form for requesting a change.
Figure 3.77: Knowledge management in projects.
Chapter 4
Figure 4.1: Plan-based (top) and agile (bottom) project lifecycle models acc...
Figure 4.2: Iron triangle in plan-based and agile project management. In pla...
Figure 4.3: Agile values form the core of agile process models. They are con...
Figure 4.4: Principles of agile project management (left) according to the a...
Figure 4.5: Overview of the Scrum events (sprint, sprint planning, daily Scr...
Figure 4.6: Responsibilities, authorities and other characteristics of the t...
Figure 4.7: Overview of product backlog management: After the initial creati...
Figure 4.8: Scheme for the formulation of user stories based on Cohn [Cohn, ...
Figure 4.9: Example of a user story with explanatory additions.
Figure 4.10: Considerations regarding the definition of done: Detailed requi...
Figure 4.11: Administration of a product backlog in a spreadsheet.
Figure 4.12: Taskboard with user stories and work status.
Figure 4.13: Example of a burndown chart with idealized and actual measured ...
Figure 4.14: Release plan. After sprint 3 and sprint 6, official product rel...
Figure 4.15: Overview of the Scrum roles, their responsibilities for individ...
Figure 4.16: Processes within a sprint n that are repeated in all sprints. P...
Figure 4.17: Sprint planning overview: The entries (usually user stories) of...
Figure 4.18: The user stories to be completed by the team in the current spr...
Figure 4.19: Typical agenda of a daily Scrum.
Figure 4.20: Assessment of the achievement of the sprint goal: All developer...
Figure 4.21: Sprint review process. The current increment is presented and a...
Figure 4.22: Keep-drop-try: Everyone in the team collects aspects of the cur...
Figure 4.23: Scaled Scrum according to Nexus in the overview based on [Schwa...
Figure 4.24: Scaled Scrum according to SAFe. The central element is the Agil...
Figure 4.25: Scaled Scrum based on LeSS according to [Larman and Vodde, 2013...
Figure 4.26: Structure of a Kanban board with processing stages to visualize...
Figure 4.27: Exemplary implementation of work limitation using a limited num...
Figure 4.28: Exemplary representation of various Kanban metrics: The lead ti...
Figure 4.29: Comparison of Kanban and Scrum in extracts based on [Kniberg an...
Figure 4.30: Process of optimizing the bottleneck to increase throughput in ...
Figure 4.31: If the actual effort required to perform a task is underestimat...
Figure 4.32: Consequences of Parkinson's law and the student syndrome: In pr...
Figure 4.33: Harmful multitasking leads to delays and overload.
Figure 4.34: Optimistic, probable, pessimistic and estimate used for further...
Figure 4.35: 1) Gantt chart of a project. Each activity contains a safety bu...
Figure 4.36: PDCA cycle: A plan is developed to solve a problem, initial pro...
Figure 4.37: Overview of the process of a design thinking project: In the ma...
Figure 4.38: Overview of the Lean Startup process model.
Figure 4.39: DevOps connects the development of software (light green with b...
Figure 4.40: Left: Main practices of Extreme Programming. Right: Feedback lo...
Figure 4.41: Burndown chart with planned progress of open work (dashed line)...
Figure 4.42: Project-specific daily Scrums and group-internal synergy Scrums...
Figure 4.43: Cross-project product backlog. The individual projects plan the...
Figure 4.44: Organizational chart of the project to develop a new automated ...
Figure 4.45: Project and team taskboards. The color coding indicates which t...
Figure 4.46: Taskboard with assignment of the tasks currently being processe...
Figure 4.47: Initial organization of the planning of the company anniversary...
Figure 4.48: Collection of expectations from management, project managers an...
Figure 4.49: Status of the work packages on the Kanban board.
Figure 4.50: Status of the work packages on the Kanban board after another w...
Figure 4.51: Kanban board with additional emergency lane on which high-prior...
Figure 4.52: Cumulative flow chart of the SpeedUp Navigation project.
Figure 4.53: Organization chart of the core project team.
Figure 4.54: Schedule in the form of a bar chart with critical chain A1 to A...
Chapter 5
Figure 5.1: Left: The Stacey matrix [Stacey, 1993] provides orientation when...
Figure 5.2: Simplified scheme for selecting a plan-based (orange) or agile (...
Figure 5.3: Criteria that can influence the decision for the selection of a ...
Figure 5.4: Derivation of a company-specific (possibly hybrid) process model...
Figure 5.5: Recommendation of the US Food and Drug Administration for a proc...
Figure 5.6: Phases of the development of individual process models for succe...
Figure 5.7: Schematic sequence of the tailoring process.
Figure 5.8: Exemplary overview of criteria that you can use to evaluate the ...
Figure 5.9: Organizational framework for hybrid project management HyProMM, ...
Figure 5.10: Excerpt from the process dimension of the framework for hybrid ...
Figure 5.11: Methods and tools for the selected processes of the organizatio...
Figure 5.12: Pairwise comparison of the criteria to determine the weighting....
Figure 5.13: Comparison of two alternative solutions. Here, the V-model and ...
Figure 5.14: Phase models of change management according to Lewin and Kotter...
Figure 5.15: Sequential sequence of two sub-projects. First, requirements ar...
Figure 5.16: Model of the sequential sequence of a Scrum and a V-model proje...
Figure 5.17: Water-Scrum-fall process model: First, the requirements are col...
Figure 5.18: Sequential sequence of three sub-projects. First, requirements ...
Figure 5.19: Some exemplary variants of dealing with requirements in hybrid ...
Figure 5.20: Possibly exaggerated combination of plan-based (orange) and agi...
Figure 5.21: Answers from the customer and employee survey as part of the IM...
Figure 5.22: Situation analysis of the Claire Stutzig Ltd., consisting of a ...
Figure 5.23: Organizational structure of Kalgusta Engineering Inc.
Figure 5.24: Sketch of Innotech Building Construction's process model with a...
Figure 5.25: Excerpt from the Electrofann Inc. product realization process....
Figure 5.26: Organizational chart of Keith Rutherford's project and Kanban b...
Figure 5.27: Kanban board of the project by Keith Rutherford.
Figure 5.28: Original process model of Carosant Ltd. in which the product de...
Figure 5.29: Organizational chart of the development projects of Carosant Lt...
Figure 5.30: New process model at Carosant Ltd. In order to structure the co...
Figure 5.31: New organizational chart for the development projects of Carosa...
Figure 5.32: Expansion of the new organizational chart to include cross-team...
Figure 5.33: Hybrid product realization process.
Chapter 6
Figure 6.1: Overview of management-by concepts.
Figure 6.2: A comparison of traditional (left) and holocratic (right) organi...
Figure 6.3: Maslow's hierarchy of needs. Physiological needs must first be m...
Figure 6.4: The nine Belbin team roles.
Figure 6.5: Johari window with a new team (left) and after successful team d...
Figure 6.6: Tuckman's team development model with the five stages of forming...
Figure 6.7: Transmitter/receiver model, also known as the Shannon–Weaver mod...
Figure 6.8: Four-ears model according to Schulz von Thun with example (in it...
Figure 6.9: Leadership concept for project managers without disciplinary aut...
Figure 6.10: Organizational chart of a project to prepare for production wit...
Figure 6.11: Board with company vision (top) and hierarchically structured p...
Chapter 7
Figure 7.1: Interaction of corporate strategy, portfolio and programs based ...
Figure 7.2: Exemplary organizational chart of a project-oriented company wit...
Figure 7.3: Checklist for preselection of projects based on Schelle [Schelle...
Figure 7.4: Scheme for differentiating between must, should and could projec...
Figure 7.5: Example of a portfolio analysis with three dimensions (competiti...
Figure 7.6: Portfolio presentation with the dimensions of risk, revenue and ...
Figure 7.7: Based on a product roadmap (light with black font), specific pro...
Figure 7.8: Example of a portfolio-wide resource plan. For each project, the...
Figure 7.9: Illustration of dependencies between projects P1 to P7 based on ...
Figure 7.10: Influence of timing in sprints on portfolio planning: Projects ...
Figure 7.11: Requirements and ideas for future projects are stored in the po...
Figure 7.12: Hybrid development model with plan-based project management pro...
Figure 7.13: Portfolio-wide synchronization of the sprints through uniform s...
Chapter 8
Figure 8.1: HyProMM framework for modern project management with the three a...
Figure 8.2: Structure of the profiles describing the methods of the framewor...
Chapter 10
Figure 10.1: Topics of the Modern Project Management certificate, which must...
Figure 10.2: Competence levels of the Modern Project Management certificate ...
Chapter 11
Figure 11.1: Process model in the Omikron project.
Figure 11.2: Synergies without delay: Team 2 develops user story 3 and makes...
Figure 11.3: New organization of the three Scrum teams according to Nexus.
Figure 11.4: Cumulative flow chart of the SpeedUp Navigation project.
Figure 11.5: Solution for schedule optimization with critical chain project ...
Figure 11.6: Pairwise comparison to determine the weighting of the four crit...
Figure 11.7: Utility value analysis to compare the two project alternatives ...
Guide
Cover
Title Page
Copyright
Table of Contents
Begin Reading
Bibliography
Index
End User License Agreement
Pages
3
4
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
279
280
281
282
283
284
285
286
287
288
289
290
291
292
293
294
295
296
297
298
299
300
301
302
303
304
305
306
307
308
309
310
311
312
313
314
315
316
317
318
319
320
321
322
323
324
325
326
327
328
329
330
331
332
333
334
335
336
337
338
339
340
341
342
343
344
345
346
347
348
349
350
351
352
353
354
355
356
357
358
359
360
361
362
363
364
365
366
367
368
369
370
371
372
373
374
375
376
377
378
379
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404
405
406
407
408
409
410
411
412
413
414
415
416
417
418
419
420
421
422
423
424
425
426
427
428
429
430
431
432
433
434
435
436
437
438
439
440
441
442
443
444
445
446
447
448
449
450
451
452
453
454
455
456
457
458
459
460
461
462
463
464
465
466
467
468
469
470
471
472
473
474
475
476
477
478
479
480
481
482
483
484
485
486
487
488
489
490
491
492
493
494
495
496
497
498
499
500
501
502
503
504
505
506
507
508
509
510
511
512
513
515
516
517
518
519
520
521
522
523
524
525
526
527
528
529
530
531
532
533
534
535
537
538
539
540
541
542
543
544
545
546
547
548
549
550
551
552
553
554
555
556
557
558
559
560
561
562
563
564
565
566
567
568
569
570
571
572
573
575
576
577
578
579
580
581
582
Introduction
About this book
This is a book about modern project management, which should enable you to use suitable processes, methods, tools and roles for successfully manage your projects. You will learn what characterizes traditional, plan-based project management and in which situations it has strengths and weaknesses. Together, we will work through important fundamentals of agile project management and examine when and where we use them in whole or in part. We will then combine traditional, plan-based and agile approaches, when it makes sense.
In this book, the terms “traditional project management” and “plan-based project management” are used synonymously. “Traditional” is intended to express that the corresponding processes, methods and roles have been known and successfully used for many years or even decades. Sometimes such projects are also referred to as predictive. Predictability is based on plans for what the future of the project will look like. The great importance of plans is an expression of such an approach, which is why the term “plan-based project management” is becoming increasingly popular. We want to adopt this term in this book.
To help you choose the right process model, I will go into detail about the HyProMM structuring framework. HyProMM stands for Hybrid Project Management Model. The model supports you in choosing the right processes, methods, tools and roles for your projects. Ideological barriers between traditional, plan-based and agile perspectives are overcome. Instead, you can select suitable components according to the situation and combine them into a holistically optimized project management process model.
Digital businesses, agile transformation and technology and innovation management are buzzwords that concern many companies. The COVID-19 pandemic, collapsing supply chains and other crises have shown how drastically and quickly the business and market environment can change. Companies must cope with such challenges by shortening their innovation cycles and increasing their competitiveness. There were and are a number of prominent companies that dominated their respective markets not so long ago and no longer exist today. The latter must of course be prevented from the perspective of the respective companies. Efficient and effective project management can make an important contribution to this by supporting change and enabling a rapid response to a changing environment. This book will help you with your agile transformation and show you how to organize your project management accordingly.
You will learn the basics of leadership so that you can support and manage projects. I will go into detail about the special characteristics of leadership in a project environment. And since you are usually not alone in the company with your project, we will also look at the interfaces to cross-project organizational units such as programs and portfolios.
Aim of this book
This book teaches you the basics of plan-based and agile project management. It shows you how you can combine the best of these two worlds to create what is known as hybrid project management – and tailor it to your specific project. Although the book uses current standards such as the Individual Competence Baseline (ICB) 4.0 of the International Project Management Association (IPMA) and the PMBOK of the Project Management Institute (PMI), it goes beyond them. The aim is to select and adapt the project management to the needs of your project rather than to strictly follow one of the given standards.
In order to provide you with a broad range of tools for the successful management of your projects, we will also systematically and comprehensively cover hybrid project management using the innovative HyProMM framework. The framework structures project management processes, methods, tools and roles. You can think of it like a construction kit. You will learn when to use which components of the kit. So that you can apply your newly acquired knowledge as quickly as possible in your respective environment, there are many practical examples and case studies with solutions in each chapter.
This book contains a toolbox with many plan-based and agile methods. This provides you with a comprehensive reference book and enables you to expand your knowledge and select the right methods and tools depending on the situation.
Target audience
This book has been written for readers who want to acquire in-depth knowledge in the areas of plan-based, agile and hybrid project management in a short period of time, for example in order to accompany the agile transformation in their companies. With its clearly structured layout, the presentation of different process models, methods and tools and the discussion of practical examples and case studies, it is aimed at both students and participants in further education seminars as well as practitioners who are looking for suitable tools for specific challenges or want to modernize their company's individual project management.
Prerequisites
The book does not require any special prior knowledge. However, in order to benefit from the content, you should have an interest in questions of project organization, management and leadership.
Structure of the book
In Chapter 1 we start with Project management standards and norms. This ensures that we are guided by internationally established processes and methods. However, we also discuss the limitations of these standards, some of which we have to overcome in order to carry out our own projects as efficiently and effectively as possible.
In Chapter 2, you will learn about plan-based (traditional) process models of project management. These include, for example, the waterfall and the V-model. I go into typical methods such as project structuring and discuss the strengths and weaknesses of plan-based approaches.
Plan-based project management itself is presented in Chapter 3. Chapter 4 is dedicated to agile project management. You will learn about its origins and current representatives such as Scrum and Kanban. We will discuss the advantages and disadvantages compared to plan-based process models and start to think about possible combinations of plan-based and agile approaches.
We will then expand on this in Chapter 5 on hybrid project management. The aforementioned HyProMM framework for combining plan-based and agile processes, methods, tools and roles is presented and explained in detail. This framework should enable you to derive and implement hybrid process models that suit you and your projects.
In Chapter 6 you will learn the basics of leadership. We focus in particular on typical project management constellations and address plan-based as well as agile and hybrid projects and their special features in terms of leadership. Modern project management does not end at the project boundaries, but links the projects with the corporate strategy, other projects, programs and portfolios. We look at these interfaces of hybrid projects to programs and portfolios in Chapter 7.
Chapter 8 presents the toolbox of plan-based, agile and hybrid processes and methods. The aforementioned HyProMM framework now enables you to combine these processes and methods into individual, customized process models. This gives you the tools to successfully define, plan, manage and complete projects in different constellations.
In addition to the toolbox, the glossary in Chapter 9 will help you if you want to look up terms and definitions. The Certificate in Modern Project Management is presented in Chapter 10. Finally, in Chapter 11 you will find the solutions to all practical examples and case studies of this book.
Use of colors, symbols and formats
The symbols and markings in the book are largely self-explanatory: important terms that you should not overlook when reading quickly are printed in bold. Italics is used for emphasis in context.
The book uses symbols and special formats to help you find your way around the book.
Definitions in this book are used to create a standardized terminology in order to be able to communicate clearly and professionally with other people in the project. Definitions are in italics; the term to be defined is additionally printed in bold. All definitions can also be found in the book's glossary.
Tip
Tips are presented in this book like this box. There are similar formats for warnings and to highlight places where caution is required.
At the end of each chapter you will find practical examples and case studies. Key questions have been formulated for many of the case studies, the answers to which can be found in Chapter 11. Some of the chapters contain short examples, which are marked as follows:
Example
Examples of projects include the organization of a vacation trip or company party, the improvement of company processes, the construction of buildings and the development of new products and services.
For better orientation in the book, color codes are used that immediately indicate whether we are talking about plan-based, agile or hybrid project management. Separate colors are also used for the topic of leadership and the interfaces between hybrid projects and programs and portfolios. In many chapters, these color codes are printed in the outer margins to make it easier for you to navigate through the book. The color codes used can be taken from Figure 1.
Figure 1: Color codes for different topics and chapters of this book.
A final note: The book contains many practical examples and case studies based on the author's experience. To make the book easier to read, people and companies are sometimes given specific names. However, these have been changed to protect real people and companies. The names used are purely fictitious. Any similarities with real persons or companies are purely coincidental.
1Standards and norms in project management
In this Chapter…
you will learn about common project management standards and norms and
you will acquire the skills to evaluate these standards and to identify and apply the standard that is right for you and your project.
Overview
Before we begin to take a closer look at projects, project management and standards, we define important terms in order to develop a common understanding:
A project is usually a unique endeavor that can be distinguished from other tasks. It has limited time, financial, personnel and material resources. Projects pursue defined goals and have a project-specific organization.
Project management refers to the entirety of tasks, methods and means from the areas of definition, planning, control, closure and management for the successful completion of projects.
Anyone managing a small project in the private sector, in a company or other organization probably does not think about whether the underlying procedures and methods used are standardized or not. Small and medium-sized companies are reluctant to use the major project management standards because they fear that the project management process will be too bureaucratic and not tailored to their situation [Turner et al., 2010] or because they are not familiar with the established standards in detail. For projects with a complex project scope or many different stakeholders such as
project owner or project sponsor
project team members
other companies, for example suppliers
other projects with at least partially shared resources
a lack of common understanding of the procedure makes collaboration more difficult. Typical collaboration interfaces are illustrated in Figure 1.1. If the approach to project definition, planning and management is not clear to the people involved or is communicated in a misleading way, plans, key performance indicators for project control and expectations do not match. This prevents or makes it more difficult to achieve the project's objectives.
Figure 1.1: A project at the center with interfaces to the project owner or project sponsor, other projects, suppliers, other stakeholders such as a steering committee and infrastructure shared with others, such as software and reporting and shared resources.
Project management helps us on different levels:
With project management, we can develop the
strategic objectives
of a company, formulate a vision and derive a suitable mission.
The
measures to achieve
the strategic goals can also be identified, initiated and controlled with project management.
In general, good project management helps us to implement the strategy
operationally
and to implement many initiatives effectively and efficiently.
In order to develop a common understanding of the aforementioned terms, I propose the following definitions:
The vision of an organization makes statements about its long-term goal (what are we doing?), motivation (why are we doing this?) and target group (who are we doing this for?)
The mission of an organization describes the way to implement the vision. It defines how the vision is to be achieved (daily actions), which offers (products, services, etc.) characterize the organization and which values are important in the process.
Vision and mission are the basis of the strategy
A strategy represents a fundamental, long-term behavior of an organizational unit towards its environment to achieve long-term goals.
The strategy must be scrutinized from time to time and adapted to the environment. New technologies, markets and behavioral habits of the target group can remove the basis (business model) of an organization. Here, too, good project management helps to take appropriate measures at an early stage and when the need for change is identified.
Example
In the 20th century, a number of mail order companies emerged that offered an extremely wide range of goods in thick, printed catalogs. Orders were placed by letter, fax or telephone. Around the turn of the millennium, the internet became increasingly efficient and online providers attracted customers with simple ordering processes, generous return policies and fast deliveries. It turned out that many of the previously successful companies were unable to make the transition from analog mail order to online shops and have effectively ceased to exist today. Others, on the other hand, recognized the signs of the times early on, invested in their own expertise to develop online-based retail and are still successful on the market today.
There is one more term we should look at, as it is often mentioned in the context of strategy and project management: VUCA.
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity. VUCA describes a constantly changing complex environment (business world).
Many organizations perceive their current environment as very complex, volatile (in the sense of unstable) and characterized by uncertainty. For a long time, the real and concrete dangers of pandemics, wars and totalitarian countries were ignored. However, the impact on your own organization can be considerable. Added to this are the aforementioned technological changes brought about by digitalization, social change and changing habits and values.
This makes it all the more important for organizations to focus on their project management. This is one of the basic prerequisites for recognizing the need for change at an early stage and implementing the necessary measures quickly. Established standards and norms can provide initial guidance on the right project management approach.
Many companies are starting to assign all employees who
lead projects
work on them or
work in line functions with interfaces to the projects,
according to one of the major project management standards.
The top priority when selecting and adapting a project management standard should be its suitability for the project and the company's working methods. We will discuss criteria and the procedure for selecting and adapting project management standards later on.
Example
If a company does not have a standardized approach to projects, a common set of methods or a standardized use of software, project employees must first be trained in the processes, methods and software to be used for each project. A project handover or the spontaneous involvement of additional or other employees for support is hardly possible. This makes project implementation inefficient and control options in the form of flexible resource deployment more difficult. In addition, a lack of a uniform approach makes project learning more difficult, as there is no common basis for improvements.
However, standardization also entails risks: If a standard is chosen that does not suit the company and its projects, the problems multiply. It is not a single project that is then inefficient or ineffective, but all projects that adhere to this unsuitable standard.
In this chapter, we briefly summarize some common standards. These include
the Project Management Body of Knowledge (PMBOK) of the Project Management Institute
the PRINCE2 project management system of the British company Axelos Ltd.
the Individual Competence Baseline ICB 4.0 of the International Project Management Association,
the international ISO 21502 series of standards and
the series of German standards DIN 69901.
There are also standardization efforts in agile project management. I will therefore briefly introduce the requirements of the Scrum Alliance and Scrum.org.
Efforts are also being made in the academic sector to make qualifications in project management comparable. For example, several universities have created a competence framework “Modern Project Management” that introduces students to a modern understanding of project management that takes plan-based, agile and hybrid process models and methods into account.
All of the standards presented here can largely be understood as a framework that needs to be further refined with specific processes, methods and roles. The standards leave more or less room for individual adaptation. Even if most of the standards mentioned are updated from time to time, you will notice that some of the standards date back to a time when agile project management approaches did not yet play a significant role. Current versions now attempt to incorporate agile principles, which is not always successful without contradictions.
The following sections are intended to give you an initial impression of the characteristics of the standards mentioned. This should help you in later decisions for or against the selection and adaptation of a standard.
In the following Chapters 3 and 4, you will learn about plan-based, traditional and agile process models. With this knowledge, we will develop criteria for the selection of one or more suitable process models and their adaptation to company-specific requirements.
PMI Project Management Body of Knowledge
Introduction
The Guide to the Project Management Body of Knowledge, or PMBOK® Guide [PMI, 2021] for short, published by the Project Management Institute (PMI) is also a standard of the American National Standards Institute (ANSI). The current version of the PMBOK® Guide dates from 2021 and has the version number 7.
This latest version brings with it many structural and content changes. Until the previous version 6, the PMBOK® was very process-oriented. Instead of the process orientation, the latest edition now focuses on a value and principle-oriented perspective. However, the PMI emphasizes that process orientation is still relevant in practice and that there will be many organizations that will continue to follow the predecessor standard.
The PMBOK® is divided into two main parts:
Standard for project management
: The standard contains a system of value delivery and 12 principles for project management instead of the process groups initiation, planning, execution, monitoring and control as well as closure.
Guide to the Project Management Body of Knowledge
: The previous ten knowledge domains (integration, content and scope, schedule, cost, quality, resources, communication, risk, procurement and stakeholders) have been abandoned. Instead, eight performance domains are now used and the topics of tailoring, models, methods and artifacts are included.
The new structure of the PMBOK® is illustrated in Figure 1.2.
Figure 1.2: Structure of the standard for project management and the performance domains. Own illustration based on [PMI, 2021].
With these changes, agile and hybrid project management approaches have also been integrated into the PMBOK®. The PMI offers various certification options for people working in the project business based on the PMBOK® Guide:
CAPM
®
– Certified Associate in Project Management: Basic certification for people working on projects
PMP
®
– Project Management Professional: Certification for project managers who can demonstrate experience in managing projects
PgMP
®
– Program Management Professional: Certification for managers who lead several complex projects and are responsible for their strategic and economic objectives
PfMP
®
– Portfolio Management Professional: Certification for managers who manage and are responsible for entire portfolios.
There are other certificates, such as the PMI Agile Certified Practitioner or the PMI Professional in Business Analysis. The aforementioned certifications do not build on each other hierarchically. For example, the PMP® certificate does not require prior CAPM® certification. For students there is the “PMI Project Management Ready” certificate, which does not require any practical experience.
Standard for project management according to PMBOK®
The standard for project management is based on a code of ethics and professional conduct with four fundamental values and 12 principles based on them. The values and principles form the basis for the people working on the project. The four values are as follows:
Responsibility
Respect
Fairness
Honesty
According to the PMI, these values form a moral basis on which we should base our actions. Together with people from the field, 12 principles were developed for more concrete implementation, which are now at the heart of the standard together with the orientation towards the value delivery system. These 12 principles are as follows:
Be a diligent, respectful and caring steward: Project participants should be hardworking, respectful and caring. This includes the responsible use of resources of various kinds.
Create a collaborative project team environment: Project results are produced by people. A cooperative working culture must therefore be created for the project team and potential external partners. This principle also includes continuous learning and the further development of team skills.
Effectively engage with stakeholders: In addition to those directly involved in the project, project participants are also responsible for dealing appropriately with other people, so-called stakeholders.
Focus on value: Value can be created during the project, at the end of the project or after the project has been completed. At the same time, value creation is an important indicator of project success. The evaluation of value creation should therefore be part of regular project management.
Recognize, evaluate and respond to system interactions: The standard understands projects as a system and requires project participants to think and act in terms of systems. This also includes addressing the dynamics of systems.
Demonstrate leadership behaviors: Effective leadership requires appropriate leadership behavior that takes into account the values of the standard.
Tailor based on context: The so-called continuous tailoring (adaptation) of project management to the (possibly changing) environment of the project is an important success factor.
Build quality into processes and deliverables: Compliance with the agreed acceptance criteria must be ensured. Effective processes must be established for this purpose.
Navigate complexity: Complexity goes hand in hand with many interfaces and interactions. The degree of complexity can change during the project life cycle. The project participants are aware of this and act accordingly.
Optimize risk responses: Risks and opportunities are identified and taken into account appropriately. Coping strategies should be planned and implemented appropriately. They are coordinated with relevant stakeholders and are the responsibility of one person.
Embrace adaptability and resiliency: This principle is about strengthening the ability to adapt to changing conditions or a changing project environment. It also aims to strengthen resilience. This should enable the project team to cope well with setbacks and mistakes.
Enable change to achieve the envisioned future state: The ability to deal with change and to shape change should be strengthened. Changes may become necessary due to internal and external project influences. A sound stakeholder management and motivational approaches should accompany the change.
Performance domains of a project
The performance domains of a project are not part of the standard, but describe the principles stated in the standard as part of the Guide to the PMBOK®. In the current edition, significantly more considerations regarding agile or hybrid project management are now taken into account, so each domain provides suggestions for either more plan-based or agile implementations.
Figure 1.2 summarizes these performance domains in the lower part of the illustration.
Stakeholders represent the first performance domain for which appropriate stakeholder management must be applied. Stakeholder management, in turn, consists of identifying and analyzing stakeholders, prioritizing stakeholders according to their importance, defining measures for stakeholder communication and monitoring stakeholders and measures.
The second performance domain consists of the team. Among other things, this involves creating suitable team structures and choosing a suitable management style.
In planning domain, all planning measures for addressing the project scope are summarized. In particular, this includes task, schedule, resource and cost-related plans. Emphasis is also placed on questions of estimation accuracy as part of the planning process.
In the domain development approach and life cycle, it must be ensured that the appropriate project management is well selected. The selection should take into account the scope of the project and the project environment. Degrees of freedom here are, for example, the choice of predictive (plan-based) or adaptive (iterative) process models and methods.
The project work is about creating an effective and efficient working environment for the development of the project object.
The delivery of the project object is an important event for evaluating the success of the project. Procedures are used to determine and check the acceptance criteria.
The measurement domain contains tasks for recording and analyzing the status of the project.
Dealing with uncertainty is characteristic of projects. Uncertainty results from the degree of novelty inherent in projects. Appropriate time or cost-related buffers and risk management, for example, are used to deal with uncertainty.
PRINCE2®
Introduction
PRINCE2® stands for Projects In Controlled Environments and is a project management system consisting of principles, roles and practices. PRINCE originated in the UK, where it became the government standard for IT projects in 1989. In 1996, it was further developed into PRINCE2® and presented as a comprehensive, cross-industry project management system. PRINCE2® is now published and distributed by the British company Axelos Ltd.
The last major revisions were made in 2009, 2017 and 2023. However, to make it clear that PRINCE2® has remained true to its principles, the number 2 has not been changed. Changes from the 6th to the current 7th edition include a stronger focus on people and sustainability context. In addition, the previous themes have been renamed to practices.
For PRINCE2® there is a staged certification system [Axelos, 2022]:
PRINCE2
®
-Foundation: basic certification
PRINCE2
®
-Practitioner: certification that builds on the foundation level and includes the processing of practical case studies.
As with the PMI, there are also other certificates, such as the PRINCE2-Agile® certificate, which accentuates agile skills.
PRINCE2® is a flexible, customizable project management system. It is able to integrate agile working methods and process models and there are numerous practical examples of this.
Figure 1.3 shows an overview of PRINCE2®.
The seven principles of PRINCE2®
The following principles represent the core values of a PRINCE2® project:
Ensure continued business justification
A PRINCE2® project needs a justified reason to be carried out. This reason can be, for example, a specific strategic contribution or can be proven by a profitability analysis. Projects that lose this justification in the course of the project must be terminated.
Learn from experience
In order to ensure the transfer of knowledge despite a time-limited project duration and corresponding time-limited project organization PRINCE2® puts great emphasis on knowledge management. Knowledge must be safeguarded and transferred to new projects.
Define roles, responsibilities and relationships
Roles and responsibilities must be defined, structured and communicated to all relevant stakeholders.
Manage by stages
PRINCE2® PRINCE2 requires further management phases in addition to the initiation phase. Phase transitions are approved by a project board (steering committee). The standard emphasizes that this principle can also be applied to agile projects.
Figure 1.3: Overview of PRINCE2® based on [Murray et al., 2023].
Manage by exception
Tolerances are defined for important project objectives. These define the scope of action for those responsible. If the tolerances are exceeded, escalation is required.
Focus on products
The project scope is understood as a product or result. The project must be directed towards this and optimized.
Tailor to suit the project
PRINCE2® includes a collection of best practices that need to be tailored, i.e. adapted, to the project context (e.g. environment, size, complexity, team).
The seven practices of PRINCE2®
The seven practices of PRINCE2® can be understood as knowledge areas and represent typical project management disciplines. They are intended to answer the questions on project justification, content, structure and status.
The practices and associated questions are listed below:
business case (Why?)
organization (Who?)
plans (How? How much? When?)
quality (What?)
risks (What if?)
issues (What now?)
progress (Where are we now, where are we going? Should we continue?)
The seven processes of PRINCE2®
PRINCE2® takes a process-based approach. The seven processes can be assigned to the 3 management – levels directing, managing and delivering.
The following two processes belong to the management level directing:
Starting up a project
Examination of the justification of a project by the project board
Directing a project
Activities of the project board to manage the project
The management level managing includes the following five processes:
Starting up a project
Elaboration of the business case and preparation of the project start by the project manager
Starting up a project
Definition and planning of the project by the project manager
Managing a stage boundary
Preparing the next phase, updating the business case, preparing the phase report, obtaining approval for the phase; if there are several phases, this process is run through several times accordingly
Controlling a stage
Release of new work packages, status review, risk management, initiation and monitoring of control measures; if there are several phases, this process is run through several times accordingly
Closing a project
Prepare project completion, handover products, evaluate project and recommend completion
The following process belongs to the management level delivering:
Managing product delivery
The team ensures the delivery of deliverables to the project manager. Partial deliveries are also possible with iterative or incremental working methods.
ISO 21502
The ISO 21502 is a rather comprehensive standard, which was released in 2020. It takes account of the project environment and activities before and after conducting the project. It also contains role descriptions and a lot of definitions, which can help to gain a common understanding.
The central part is about integrated project management practices, which are outlined in Figure 1.4. The sponsoring organization evaluates whether it is worth starting a project as part of the pre-project activities. The organization oversees the project during project execution. One of the tasks in the post-project activities is to ensure that the project results are sustainable for the organization.
Figure 1.4: Integrated project management practices and associated roles according to ISO 21502 [ISO21502, 2020].
The project sponsor serves as an interface to the project manager, who initiates, manages and ultimately completes the project. Each work package leader ensures the contribution of work package deliverables to the overall project scope.
While the integrated project management practices serve as a framework for the overall project management organization, individual practices facilitate project execution at the project level. These individual practices are planning, benefits management, scope, resources, schedule, cost, risk, issues, change control, quality, stakeholders, communication, change, reporting, information, procurement and lessons learned. Each of these practices is briefly described in the standard.
Overall, ISO 21502 is a standard that relies heavily on plan-based project management with traditional hierarchies. As such, it does not really do justice to a modern understanding of project management. However, the defined terminology within the standard can help to promote a common global understanding.
DIN 69901
The predecessor of the aforementioned ISO 21502:2020 was ISO 21500:2012, which in turn was heavily influenced by the German standard DIN 69900 and the DIN 69901 series. These are structured as follows:
DIN 69900: Network technology, description and terms
DIN 69901-1: Project management systems – Fundamentals
