Project Management E-Book

Marcus Schulz

• Herausgeber: UVK
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 339

Veröffentlichungsjahr: 2025

Beschreibung

For years, advocates of professional project work have stressed the growing shift towards project-oriented work structures. This has now become a reality in the daily routines of many employees and managers. Consequently, strong project management skills are becoming increasingly vital to business success. Following the five project management phases of DIN 69901:2009 and supplemented by chapters on cross-phase competencies and agile methods, this book offers a clear and professionally sound presentation of the modernised ICB 4.0 framework (effective from January 1, 2024). Its structured content, illustrated by a consistent project example, not only guides readers but also ensures they are well-prepared to meet the IPMA ICB 4.0 examination requirements. This book equips anyone seeking to engage in professional project management with the knowledge and tools needed to successfully apply current best practices.

Leseprobe

Important information

The authors do not guarantee that the processes, programs, or other content described are free from third-party intellectual property rights. The use of common names, trade names, product designations, or similar terms in this book, even without special labeling, does not imply that they are freely available.

The authors have made every effort to ensure that the information in this book is complete and accurate. The content reflects the state of knowledge as of the editorial deadline of April 30, 2024. While all information and data have been compiled to the best of our ability, there is no guarantee of completeness or accuracy. Any use not expressly permitted by copyright law requires prior consent from the authors. This includes, but is not limited to, duplication, editing, translation, microfilming, database evaluation, and storage or processing in electronic systems.

Disclaimer on gender-neutral language

Throughout this book, gender-neutral language is used as much as possible. Gender-specific terms may be used in certain instances to enhance readability and ensure the text flows smoothly. Whenever such terms are used, they should be interpreted as inclusive of all genders, unless explicitly stated otherwise.

The use of gendered language in these cases is purely for the sake of linguistic simplicity and should not be construed as intentional bias or exclusion. No offense or sexism is intended, and we fully support the importance of gender-neutral language in promoting equality and respect.

Marcus Schulz

is a project management trainer with heart and soul, and as an independent consultant and coach, he supports companies on their way into the agile world of project management. After graduating from the Duale Hochschule Stuttgart in 1992 with a degree in Business Administration, he worked as a consultant and project manager in various companies in Germany and abroad. He founded the Mannheim Training Centre in 2013.

Marcus Schulz is a certified senior project manager (PMP®, IPMA® Level B), scrum master, agile coach (IHK), certified business trainer (BDVT), and has been a project management trainer (IPMA® Level B Certified Senior Trainer) since 2009. He has been named a benchmark trainer by the German Association for Project Management (GPM) multiple times (GPM). In addition to his work as a trainer and consultant, he has taught project management at various universities and volunteers as a support instructor in the leadership and communication section of the Heidelberg chapter of the Federal Agency for Technical Relief (THW).

Tinka Meier

gained her experience as a project manager after graduating in comparative linguistics in 1997, initially in event management. She then spent over ten years working as a project and programme manager in international projects in supply chain management, with a focus on England, the USA, Singapore, China, Japan and India. She has been working as a freelance trainer, consultant and coach for international companies in both German and English since 2017. She also applies her passion for knowledge transfer and the personal development of her course participants in the social sector, for example in the training and further education of refugees and migrants.

Tinka Meier is a certified senior project manager (IPMA® Level B), scrum master, certified intercultural trainer (dgikt) and systemic solution-oriented coach (DGfC) and, since 2019, an accredited trainer for project management (IPMA® Level B Certified Senior Trainer) of the German Association for Project Management (GPM). She is also a lecturer in project management and intercultural communication at various German universities.

Marcus Schulz, Tinka Meier

Project Management

A Practical Guideline for Today’s Project Managers

Terms, methods and procedures of ICB 4.0for ‘Basic Certificate in Project Management (GPM)’ and‘Certified Project Management Associate (IPMA® Level D)’

3rd Edition

Umschlagmotiv: © iStockphoto · wragg

Bibliografische Information der Deutschen Nationalbibliothek

Die Deutsche Nationalbibliothek verzeichnet diese Publikation in der Deutschen Nationalbibliografie; detaillierte bibliografische Daten sind im Internet über http://dnb.dnb.de abrufbar.

3rd Edition 2025

Die ersten beiden Auflagen erschienen nur in deutscher Sprache.

DOI: https://doi.org/10.24053/9783381134823

© UVK Verlag 2025

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ISBN 978-3-381-13481-6 (Print)

ISBN 978-3-381-13482-3 (ePDF)

ISBN 978-3-381-13483-0 (ePub)

Foreword to the 3rd edition

Globalisation has brought about profound changes in the economic system; markets are becoming increasingly dynamic, and social systems must adapt to a VUCA (volatile, uncertain, complex, and ambiguous) world. Project-based, results-driven collaboration has proven to be highly effective for both contributors and stakeholders. In fact, there is growing discussion of the 'projectification' of society, as the project economy has now become a reality.

As a result, the demands on those working in projects are increasing, leading to a growing need for qualified specialists. In addition to having the right mindset and organisational structures, project work requires decisiveness, skills, and competencies at every level. A solid education, particularly in the fundamentals of systematic project management based on standardised approaches such as the ICB 4.0 from the IPMA (International Project Management Association), plays a crucial role in meeting these demands.

There is now a wide range of essential literature on project management available. This publication, now in its third and expanded edition, focuses on the core principles of managing individual projects, covering all key areas of expertise: practice (methodology), perspective (context), and people (personal and social skills). It stands out for its thorough treatment of topics, relevance, and well-designed structure to guide the reader effectively.

The author, an experienced project manager and trainer, draws on years of practical experience to offer all the relevant topics for a solid foundation in project work. The content is organised in a didactically sound manner and follows a well-established approach through the competence elements. Upon closer examination, even seemingly minor topics prove to be crucial for success. As such, this book serves as both an educational resource and a practical tool for everyday project work.

This book provides an excellent foundation for those new to systematic project management. I wish the current edition much success and encourage readers to explore it with great interest!

Soest, in April 2024

Prof. Dr. Florian E. Dörrenberg, Department of International Project Management and Knowledge Transfer, Fachhochschule Südwestfalen, Soest, Germany.

Content overview

0About this book

1Basics of Project Management

2Initialisation phase

3Definition phase

4Plannning phase

5Controlling phase

6Closure phase

7Cross-phase competences

8An overview of the Agile world

9Overview ICB4 elements and mapping to chapters

10Abbreviations

11Tables and figures

12Index of keywords

Table of Contents

Foreword to the 3rd edition

0About this book

0.1Target group and foundation

0.2How to read this book

0.2.1Structure and layout

0.2.2Application and didactical concept

0.3Literature

1Basics of Project Management

1.1Terminology

1.2Project management office

1.3Project types

1.4Project success / Project management success

1.5Project management approaches and process models

1.5.1Sequential PM approach

1.5.2Iterative PM approach

1.5.3Incremental PM approach

1.5.4Agile PM approach

1.5.5Hybrid PM approach

1.5.6Evolutionary PM approach

1.5.7Bottleneck-orientated PM approach

1.6Standards in project management

1.6.1Series of norms DIN 69900, 69901 and 69909

1.6.2The ISO 21500 family

1.6.3PMBOK® Guide

1.6.4PRINCE2®

1.6.5PM2

1.6.6ICB 4.0

1.6.7Project management manual

1.7Literature

2Initialisation phase

2.1Selection of projects

2.1.1Vision, mission, strategy

2.1.2Evaluation of the project idea

2.1.3Success factors

2.1.4Benefit analysis

2.2Project definition

2.2.1Business case

2.2.2Project profile

2.2.3Project canvas

2.3Literature

3Definition phase

3.1How does a project begin? Project start

3.2Project environment and stakeholders

3.2.1Environment analysis

3.2.1.1Environmental factors – legal conditions

3.2.1.2Hazard analysis

3.2.1.3Environmental factors – culture and values

3.2.1.4Environmental factor – sustainability

3.2.1.5SWOT analysis

3.2.2Stakeholder management

3.3Requirements and objectives

3.3.1Requirements

3.3.2Objectives

3.3.2.1Objective definition, target values

3.3.2.2Objective functions, objective types

3.3.2.3Objective formulation, objective relationships

3.4Project phases

3.5Organisation and information

3.5.1Project organisation

3.5.1.1Functional or influential project organisation

3.5.1.2Matrix project organisation

3.5.1.3Autonomous or pure project organisation

3.5.1.4Steering committee

3.5.2Congruence principle in corporate governance

3.5.2.1Project roles

3.5.2.2TCA matrix

3.5.2.3Responsibility matrix

3.5.3Information management

3.5.4Document management

3.6Literature

4Plannning phase

4.1Scope

4.1.1Structuring the scope

4.1.2Procedure for creating the WBS

4.1.3Definition of work packages

4.2Time

4.2.1Process

4.2.2Elements in the network diagram

4.2.3Calendaring

4.2.4Optimising the network diagram

4.3Resources

4.3.1Resource types

4.3.2Resource planning process

4.3.3Estimation methods

4.4Cost and finance

4.4.1Cost type, cost centre, cost unit

4.4.2Cost planning

4.4.3Cost histogram and total cost curve

4.5Contractual aspects of project work

4.5.1Procurement

4.5.1.1Make-or-buy decision

4.5.1.2Types of requests

4.5.2Contracts, types of contracts

4.5.3Default of services and performance

4.5.4Acceptance

4.6Risk and opportunity

4.6.1Risk and opportunity – basics

4.6.2Process

4.7Quality

4.7.1Principles of quality management

4.7.2Process (tasks of quality management)

4.7.3Deming cycle

4.7.4Acceptance criteria

4.8Literature

5Controlling phase

5.1Project controlling

5.1.1Progress measurement

5.1.2Integrated project controlling

5.1.2.1Earned Value Analysis (EVA)

5.1.2.2Milestone trend analysis (MTA)

5.1.2.3Cost trend analysis (CTA)

5.1.3Control measures

5.2Reporting in the project – the status report

5.3Configuration management and change management

5.4Literature

6Closure phase

6.1Project closure

6.2Literature

7Cross-phase competences

7.1Self-reflection and self-management

7.1.1Reflection of one’s own team role

7.1.2Self-management

7.1.3Dealing with stress

7.2Personal integrity and reliability

7.2.1Personal approach to mistakes (error culture)

7.2.2Reliability, trust, and a leap of faith

7.2.3Ethics and personal values

7.2.3.1Descriptive and normative ethics

7.2.3.2Ethics and project management

7.3Personal communication

7.3.1Communication models and types

7.3.2Communication channels

7.3.3Perceptual disorder

7.3.4Facilitate open communication

7.3.4.1Question types and techniques

7.3.4.2Active listening

7.3.4.3Feedback

7.3.5Virtual Teams

7.4Relationships and engagement

7.4.1Motivation and motivating

7.4.2Maslow's hierarchy of needs

7.4.3Herzberg's two-factor theory

7.4.4Self-determination theory according to Deci & Ryan

7.5Leadership

7.5.1Leadership styles

7.5.1.1Typology according to K. Lewin

7.5.1.2Leadership continuum according to Tannenbaum & Schmidt

7.5.1.3Managerial Grid Modell (Blake & Mouton)

7.5.1.4Situational Leadership II (K. Blanchard)

7.5.2Laterale Leadership

7.5.3Leadership roles

7.5.4Management concepts

7.5.5Management responsibilities and duties of the project manager

7.6Teamwork

7.6.1Team concept

7.6.2Team development

7.6.3Success factors in team work

7.6.4Specific team effects

7.6.5Team learning

7.7Conflict and crisis

7.7.1Definition

7.7.2Causes of conflict

7.7.3Conflict escalation

7.7.4Action strategies in the case of conflict

7.7.5Cooperative conflict resolution as a strategy for action

7.8Negotiation

7.8.1Negotiation – concept and situation

7.8.2The Harvard Concept

7.9Resourcefulness

7.9.1Problem solving – process and methods

7.9.1.1Cause-effects diagram

7.9.1.2Pareto analysis

7.9.1.3FMEA

7.9.2Creativity methods

7.9.2.1The 635 method

7.9.2.2Brainstorming

7.9.2.3Morphological matrix

7.9.2.4Brainstorming paradox

7.10Results orientation

7.10.1Perspective: project

7.10.2Perspective: project management

7.11Change and transformation

7.11.1Techniques for change management

7.11.2Choice of approach

7.12Literature

8An overview of the Agile world

8.1Scrum

8.1.1Timeboxing

8.1.2Roles

8.1.3Scrum Events

8.1.3.1Sprint

8.1.3.2Sprint Planning

8.1.3.3Daily Scrum

8.1.3.4Sprint Review

8.1.3.5Sprint Retrospective

8.1.4Scrum Artefacts

8.1.4.1Product Backlog

8.1.4.2Sprint Backlog

8.1.4.3Increment

8.2Kanban

8.3Literature

9Overview ICB4 elements and mapping to chapters

10Abbreviations

11Tables and figures

11.1Tables

11.2Figures

12Index of keywords

0About this book

0.1Target group and foundation

This book is aimed at project staff and people who encounter project management, the relevant standards or the general conditions in the company in the course of their work. It serves to supplement existing knowledge and to support daily work by presenting methods and examples.

In addition to the compact summary of the topic of project management, this book offers practical teaching and working material. All chapters also fulfil the requirements for preparation for the written examination for the "Basic Certificate in Project Management (GPM)" as well as the written examination and the project report to be prepared as part of the qualification for the “Certified Project Management Associate” IPMA® Level D.

0.2How to read this book

0.2.1Structure and layout

The content of the chapters corresponds to the competence elements of the Individual Competence Baseline 4.0 for project management (ICB 4.0). The structure of the book follows the process model of DIN 69901-2:2009 and the five project management phases contained therein ‒ initialisation, definition, planning, control, completion [DIN20a].

The overall competences (e.g. personal communication, motivation, leadership, versatility) and a look at the Agile world make up the final chapters.

Each main chapter opens with an overview of the elements contained in the Individual Competence Baseline 4.0. In addition, the individual ICB elements are briefly summarised and presented at the beginning of each chapter.

In addition, the relevant bibliographic references are provided at the end of each main chapter. Chapter 9 contains a referential mapping of the individual book chapters to the ICB elements. This book is completed by a list of figures and tables as well as a detailed index.

0.2.2Application and didactical concept

The book is intended to accompany the Level D IPMA® qualification and basic qualification (GPM) according to ICB 4.0. The results, methods and terminology used in the respective course can be easily understood with the help of the book. The topics are supplemented with useful information from the IPMA® Level C knowledge area where the author deemed it necessary to complement the content.

The taxonomy1 for IPMA® Level D to A and for the "Basic Certificate in Project Management (GPM)" according to ICB 4.0 was originally categorised according to the six levels of BENJAMIN S. BLOOM [UIBK16] for the individual competence elements. In the revised version of the taxonomy, the six levels were consolidated into three competence levels.

Competence level

Bloom level

Explanation

1

1 – Know

Remembering specifics and generalities, remembering methods and processes or remembering patterns, structures or definitions.

2 – Understand

The individual understands what is being communicated ("talked about") and can use the material or idea referred to without necessarily relating it to other material or recognising its fullest meaning.

2

3 – Apply

Use of abstractions and application of the method or element in specific and concrete situations. The abstractions can be in the form of general ideas, rules about procedures or generalised methods. The abstractions can also be technical principles, ideas and theories that need to be memorised and applied.

4 – Analyse

Deconstructing a message into its basic elements or parts so that a hierarchy of ideas is clarified and/or the relationships between the ideas expressed are emphasised.

3

5 – Combine

Combining elements and parts into a whole. This includes the process of working with pieces, parts, elements, etc., as well as organising and assembling them in such a way that they form a pattern or structure that was previously not clearly recognizable.

6 – Assess

Making assessments about the value of materials and methods given for a specific purpose. Quantitative and qualitative judgements about the extent to which materials and methods fulfil certain criteria. The criteria may be self-determined or predetermined.

Table 1 – GPM Competence levels

In accordance with the taxonomy released by PM-ZERT (GPM certification body) in January 2024, the topics within the ICB competence elements are categorised into one of the three competence levels. The competence levels relevant for IPMA® Level D and the "Basic Certificate in Project Management" are 1 and 2. A corresponding mapping of the ICB elements to the chapters of the book is provided in the last chapter.

0.3Literature

[DIN20a]

DIN Deutsches Institut für Normung e.V. (4. Aufl. 2020). DIN-Normen im Projektmanagement. DIN 69901-5 Projektmanagement – Projektmanagementsysteme – Teil 5: Begriffe (Bd. DIN Taschenbuch 472). Berlin: Beuth Verlag GmbH

[UIBK16]

Leopold-Franzens-Universität Innsbruck (Hrsg.). (o.J.). Arbeitsmaterialien – Universität Innsbruck. Abgerufen am 03.10.2023 von Information zur Lernzielbeschreibung: https://www.uibk.ac.at/bologna/curriculumsentwicklung/dokumente/taxonomie.pdf

1Basics of Project Management

Figure 1 – ICB Elements in project management basics

The terms explained below ‒ project, project management, process, task, project portfolio, project management office and project types ‒ are the content of the ICB elements Governance, structures and processes and Project design.

Governance, structures and processes (4.3.2)

‘The competence GOVERNANCE, STRUCTURES AND PROCESSES defines the understanding of and alignment with the organisation's established structures, systems and processes that provide support for projects and influence their organisation, implementation and management.’ [GPM17a, page 47, translated]

Project design (4.5.1)

‘The competence PROJECT DESIGN defines how the needs, wishes and influences of the organisation(s) are interpreted and weighted by individuals and transferred to the highest level of project design to ensure the highest probability of success.’ [GPM17a, page 106, translated]

1.1Terminology

4.3.2 Governance, structures and processes | 4.5.1 Project design / Competence level 1

Term

Explanation

Project

DIN 69901 defines a project as a ‘project that is essentially characterised by the uniqueness of its conditions’ [DIN20a]. According to ICB 4.0, a project is ‘a one-off, time-limited, interdisciplinary, organised undertaking to achieve specified work results within the framework of predefined requirements and framework conditions’. [GPM17a]

The characteristics of a project derived from this are

defined beginning and end

at least one goal

professional (interdisciplinary) and socially complex

project-specific organisation

limited resources

unique, new

Project management

DIN 69901 defines project management as ‘the entirety of management tasks, organisation, techniques and resources for the initialisation, definition, planning, control and completion of projects’ [DIN20a]. ICB 4.0 adds ‘Project management is concerned with the application of methods, tools, techniques and competences for a project in order to achieve objectives.’ [GPM17a]

Project management is a temporary task over the course of a project.

Programme

Time-limited project that includes several related projects that all aim to achieve an overarching (strategic) goal

Programme management

The totality of management tasks, organisation, techniques and resources for the selection, definition, initialisation, definition (integrated) planning and control of projects that have an overarching (strategic) objective and are combined in a programme.

Programme management is a temporary task over the course of a programme.

Multi-project management (MPM)

Application of project management methods and procedures in multiproject situations, e.g. by coordinating deadlines, resource utilisation, delivery objects etc. between several projects in order to exploit synergy effects and avoid mutual disruptions. MPM provides an organisational and procedural framework for the management of several individual projects. Depending on the type and scope of the project situation, it can be divided into the areas of programme management and project portfolio management [SEID19] [MOTZ17].

Project portfolio

A project portfolio bundles projects in a defined area of responsibility for the purpose of overarching planning and control. It is based on the overarching objective (e.g. from the strategy) of the company, selects projects taking into account scarce resources and initiates their implementation [DIN20d, PATZ17].

Project portfolio management

In contrast to project and programme management, project portfolio management is a permanent task. Like project management, project portfolio management also encompasses the entirety of management tasks, organisation, techniques and resources, but here for the overarching planning and control of an organisation's project portfolios [DIN20d, MOTZ17].

Process

Generally speaking, a process is a series of activities that generate a defined result (output) from a defined input, which makes this simple definition more precise [MOTZ17]. It describes a process as a ‘sequence of related and/or interrelated process steps that have a beginning and an end in time and are converted into results by the inputs.’ Project management processes can be found in DIN 69901, which defines a minimum standard for project management [DIN20a].

Task

In the project context, tasks are ‘requests derived from objectives to individuals, groups of people or organisations to complete a certain task … under given conditions and using certain means and to achieve the specified objectives.’ [MOTZ17]

Table 2 – Terminology

1.2Project management office

4.3.2 Governance, structures and processes / Competence level 1

A project management office (PMO) is a mostly permanent cross-project support function which provides the methodological framework and PM standards for the projects on the one hand and accompanies the introduction and optimisation of the company's project management system on the other. Another key task is to provide operational support to project managers and other project participants.

The following table shows examples of the tasks, competences and accountabilities (TCA – see also section 3.5.2) of the PMO (based on [PFET20] and [PATZ17])

Task

Classify and review project applications

Prepare meetings of the steering committee

Maintain the project portfolio

Advise and train project participants in the use of the PM manual / procedure model

Maintain and further develop the PM manual / procedure model

Organise the exchange of experience between project managers

Competence (Authority)

Demand compliance with the specified guidelines for project management (PM manual / procedure model)

Request project status reports

Accountability

For informing the applicant about the status of their project application

For transparency about critical developments in the project portfolio or in the event of resource overload

Table 3 – TCA of a PMO (example)

1.3Project types

4.3.2 Governance, structures and processes | 4.5.1 Project design / Competence level 1

Projects are categorised into different dimensions in common practice. Project types are often classified according to their object (project content) [GPM17b]

Investment project

Research and development project

Organisational project

Project type

Explanation

Investment project

Require a high degree of planning and control according to their plan

Examples: Construction of roads, exhibition halls or the procurement of aeroplanes, ships or large machinery

Research and development project (R&D)

Relationship between input and output is often uncertain, solutions are usually reproducible

Examples: Development of drugs, concepts and products

Organisational project (change project)

Require variable planning, as the foundations of the project change as a result of the project. This circular relationship between cause and effect requires continuous adaptation of the approach.

Examples: Developing or improving the performance or effectiveness of an organisation and / or the organisational implementation of specific projects (trade fairs, congresses)

Table 4 – Project types according to content

There are numerous other ways of classifying projects, for example according to the project organisation (see section 3.5.1, page 78), the type of project management (technocratic or agile project), project volume (i.e. budget amount), risk class, complexity or strategic importance. Depending on the categorisation, this generally has an impact on the classification of the project (ABC project).

1.4Project success / Project management success

4.5.1 Project design / Competence level 1

According to DIN 69901-5, project success is the ‘summarised result of the assessment of the project with regard to the achievement of objectives.’ On the one hand, this is based on compliance with the contractually defined parameters ‒ costs, deadline, performance as a directly measurable result. On the other hand, the recognition and positive assessment of the project results by the client and customer, but also by the project staff and the project manager [DIN20a].

The original dimensions of the project's success are as follows

meeting the planned costs and deadlines

the expected performance or quality of the (technical) solution

the satisfaction of those involved

In addition to this, further factors that make a project successful can be found in the literature [KERZ22].

Minimal change to the project objective, i.e. changes to the framework conditions were kept to a minimum and agreed between the project manager and the client.

the company continued to work without disruption, i.e. the project was carried out within the guidelines, processes, rules and specifications of the organisation

the corporate culture was not changed, i.e. even if every project is unique by definition, the project manager should not expect the members of the project team to deviate from the company norms.

Depending on when it is analysed, project success can be divided into business success (referring to the impact or success on the market, i.e. the client's benefit objectives) and implementation success (referring to the successful delivery of the of the project in time, scope and budget) [MOTZ17].

Figure 2 – Examples of project management success factors

Project management success is closely linked to project success but should not be regarded as identical. Professional project management has proven to increase project success in many cases. A decisive factor for project management success is the effective and efficient combination of project requirements, activities and results in order to realise the objectives and achieve successful project completion. Project management success is also considered to be a positive assessment by the most important stakeholders with regard to their satisfaction with the handling of the project [PATZ17].

Project management success already starts with the selection of the right process model for handling the project.

1.5Project management approaches and process models

4.5.1 Project design / Competence level 1

1.5.1Sequential PM approach

A sequential approach structures projects into phases that are worked through one after the other. Strictly speaking, one phase must be successfully completed before the next phase can begin. This means that the results of a previous phase are often the necessary prerequisites for the subsequent phase [TIMI24, GPM17b]. Other terms used for this are ‘plan-driven or forecasted PM approach’, because most of the planning is done in advance and then executed or implemented.

Typical representatives are the waterfall model (see chapter 3.4 Project phases for an example) and the V-Model XT. The latter is a German standard for the planning and implementation of system development projects. It is used in companies, public authorities and in the military sector.

1.5.2Iterative PM approach

The iterative PM approach is one of the so-called ‘repetitive process models’. To improve the respective work results, feedback is obtained from the client after each iteration in order to continuously improve the unfinished work and ultimately achieve the defined goal. From a management perspective, an iterative approach is a way of dealing with uncertainties in complex situations.

A typical representative of this approach is Design Thinking.

1.5.3Incremental PM approach

Like the iterative PM approach, the incremental PM approach is a ‘repetitive process model’.

The individual steps are run through sequentially from the requirement to the first partial result, i.e. for each increment, the requirements for the intermediate goal are formulated, then developed, implemented and tested. This is repeated until the finished overall result is available at the end [TIMI24, GPM17b]. This procedure is suitable for

Project work with high uncertainties

a lack of experience in processing

volatile2 requirements

Typical representatives of this approach are the spiral model and Rational Unified Process (RUP).

1.5.4Agile PM approach

The iterative-incremental approach of the agile approach provides the customer with a functional system as quickly as possible. The system is improved in short iteration loops and expanded with additional functions [GPM17b].

Further features of this PM approach are

Timeboxing: The individual iterations are run through in fixed time intervals, meaning that all participants can rely on the deadlines set. In the event of problems, the deadline is not postponed, but the scope of the version to be created is adjusted (see also section 8.1.1 Timeboxing).

Self-organised teams: The members of the team are basically equal. The team has the autonomy to organise itself in such a way that it can fulfil the work requirements in the best possible way.

Change-friendly project culture: In contrast to the classic waterfall model, requirements and technologies are not placed under change control in a ‘design freeze’. Changes are seen as a friend, not an enemy of the project and are therefore part of the product development cycle.

When designing the agile PM approach, various framework conditions such as the Agile Manifesto with its four value pairs and 12 principles that specify these value pairs must be taken into account. As these value pairs are repeatedly referred to in the Agile world, they are briefly described here.

The founders of the Agile Manifesto considered

… Individuals and interactions more important than processes and tools

… Functioning software more important than comprehensive documentation

… Collaboration with the customer more important than contract negotiation

… Responding to change more important than following a plan

In the agile world, the focus is on the left-hand side of the statement, but the right-hand side is not neglected.3

Typical representatives of this approach include Scrum, Crystal, eXtreme Programming (XP), Feature Driven Development (FDD) and Kanban.

1.5.5Hybrid PM approach

The hybrid project management approach refers to the use of methods, roles, processes and phases of different standards or process models. In most cases, classic project management is used as a basis and agile elements are added in various approaches [TIMI24, MOTZ17].

In a study of over 1000 participants at the University of Konstanz (Germany), 37% of respondents stated that they work on projects / development processes using a ‘hybrid form’. They utilise the strengths of the different approaches by combining them. The study also shows that the tools most frequently used in a hybrid environment come from the agile method box [KOMU17].

Similar to the fable of the monkey and the elephant, there is therefore increasingly an "as well as" instead of an "either or" [BOEH04].

An elephant supplies a village with food through his strength, discipline and reliability. After the cooks in the village demand increasingly exotic ingredients that the elephant had heard of but could not find along its path, the elephant loses popularity and reputation (classical methods).

At the same time, there was a monkey in a nearby village that had the same task as the elephant. Unlike the elephant, the agile monkey searched for food all over the jungle. His search meant that he was not always punctual in his deliveries, but he always brought back exotic foods and ingredients. His problem began with the steadily growing population in his village and his limited transport capacity. The villagers became impatient, and the monkey doubted his ability to fulfil his mission (agile methods).

Fortunately, one day the discouraged elephant and the resigned monkey meet. Both proud of their respective abilities but also impressed by the other's expertise. They quickly realised the benefits of working together and decided to join forces. From then on, the monkey took care of the exotic wishes of the two villages, while the elephant took over the supply of sufficient quantities of basic food supplies (combination of classic and agile methods).

Typical representatives of this approach are Reliable Scrum (Scrum and Critical Chain), the Water Scrum Fall Model, the V-Scrum-Modell (Agile V) and Scrumban (Scrum and Kanban).

1.5.6Evolutionary PM approach

Evolutionary project management builds on what already exists, reacts immediately to changes, incorporates experience directly, utilises freedom and tries out further innovations in the sense of ‘trial and error’ based on the status achieved. Evolutionary PM is characterised by step-by-step target development and refinement [LITK05].

Prototyping is a typical representative of this approach.

1.5.7Bottleneck-orientated PM approach

The bottleneck-oriented PM approach or critical chain project management (CPM) is based on a system-orientated management approach for identifying and eliminating bottlenecks founded by ELIYAHU GOLDRATT. The aim is to shorten the project duration and increase adherence to deadlines [TECH10].

In critical chain PM, a project is seen as a network of different processes. The performance of the network is limited by a bottleneck process. To increase efficiency, GOLDRATT proposes a thinking process with five steps [BEA19b, ANDE12]

1.identify the bottleneck

2.(optimal) utilisation of the bottleneck

3.align all processes with the bottleneck

4.eliminate the bottleneck

5.control and continue with step 1 (based on a bon mot from SEPP HERBERGER: ‘After the bottleneck is before the bottleneck’)

A typical representative of this approach is the Theory of Constraints (ToC).

1.6Standards in project management

4.3.2 Governance, structures and processes | 4.3.3 Compliance, standards and regulations / Competence level 1

In this chapter on the basics ‒ Compliance, standards and regulations ‒ we look at the current national and international standards for project management. These include

the DIN 69900, 69901 and 69909 series of standards known in Germany

the international counterpart ISO 215xx

the PMBoK Guide of the Project Management Institute

PRINCE 2

PM2

the basis for this book, the Individual Competence Baseline 4.0

Compliance, standards and regulations (4.3.3)

‘The competence COMPLIANCE, STANDARDS AND REGULATIONS defines how the individual interprets the external and internal restrictions in a particular area … and harmonises them.’ [GPM17a, page 53]

1.6.1Series of norms DIN 69900, 69901 and 69909

A whole series of project management norms exist in Germany. One of the oldest is DIN 69900 ‘Project management ‒ Network planning techniques; descriptions and terminology’ from 1987. The scope of this standard is limited to network planning techniques and other methods for scheduling and scheduling and defines the associated terminology [DIN20e].

DIN 69901 ‘Project management ‒ Project management systems’ with its five parts from 2009 is newer and more up to date.

Basics

Processes, process model

Methods

Data, data model

Terms

DIN 69901-2 (Project management ‒ Project management systems ‒ Part 2: Processes, process model) describes five process groups, the five project management phases ‘initialisation, definition, planning, control and closure’, 11 process subgroups (e.g. process and deadlines, changes, organisation, quality) and 59 processes. With its process descriptions, it provides a good basis for managing projects. However, as with most models, these processes need to be customised for specific projects. This is often done company wide as part of project management standardisation (e.g. by drawing up and implementing a project management manual, see chapter 1.6.7) or it is done by the project manager according to the individual requirements of their project.

DIN 69901-5 defines basic project management terms and regulates the nomenclature for many technical terms in project management. This part is, so to speak, the glossary of the standard [DIN20a].

The latest addition to this series is DIN 69909 ‘Multi-project management ‒ Management of project portfolios, programmes and projects’ with currently four parts (basics, processes, methods and roles) from 2013 [DIN20d].

1.6.2The ISO 21500 family

The international project management standard series ISO 21500 has since been revised following its first publication in 2012. The original ISO 21500:2016 (Guidelines for project management) became DIN ISO 21502:2020 ‘Guidelines for project management’ in 2020. ISO 21500:2021 is now the ‘parent standard’ of the ISO 215xx family and is known as ‘Project, programme and portfolio management - Context and concepts’

ISO 21502 also describes five process groups (initiation, planning, implementation, controlling, closure). Compared to DIN 69901, it has ten process subgroups (e.g. integration, stakeholders, scope of services) and 38 processes. It provides a generally valid overview of the essential contents of project management and thus enables easy adaptability to the respective company-specific framework conditions [DIN20b].

This standard now has a number of supplements, such as ISO 21503:2022 ‘Guidelines on programme management’ and ISO 21505:2018 ‘Guidelines on governance’.

1.6.3PMBOK® Guide

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) from the Project Management Institute (PMI) has been available in its seventh edition since 2021 and contains the official standard of the American National Standards Institute (ANSI) for project management (ANSI/PMI 99-001-2021).

With the seventh edition of this standard work, the PMI is taking a new approach. The guide now provides a system-orientated view of project management. The five process groups (initiating, planning, executing, controlling, closing) and the associated knowledge areas of the previous editions have been replaced by eight so-called performance domains. These are stakeholder, team, development approach and life cycle, planning, project work, delivery, measurement, uncertainty [PMI21a].

1.6.4PRINCE2®

PRINCE2® – Projects In Controlled Environments (7th Edition 2023) is a cross-industry project management system consisting of four integrated building blocks. These are seven basic principles (e.g. learning from experience, defined roles and responsibilities), topics (e.g. business case, organisation, quality), processes and the project environment. The seven processes can be divided into three management levels:

Steering – preparation, control

Manage – initiation, control, managing a phase transition, completion

Deliver – managing the product delivery

PRINCE2® is published and further developed by AXELOS, a British company that is also responsible for the widely used IT Service Management ITIL® (IT Infrastructure Library) [AXEL17].

1.6.5PM2

The PM2Project Management Methodology Guide is a project management methodology developed and supported by the European Commission's Centre of Excellence in Project Management (CoEPM2). It focuses on bringing together the different project management approaches within the EU administration by establishing a standardised terminology and collective procedures. The phase model consists of five phases – initiation, planning, implementation and completion. The fifth phase – monitoring and control – is overarching from the beginning (initiation) to the end of the project (completion). The model is based on proven standards in project management, ICB 4.0, PMBOK® Guide, PRINCE2® and PRINCE2® Agile [CEPM21].

1.6.6ICB 4.0

The Individual Competence Baseline Version 4.0 of the International Project Management Association (IPMA®) is a competence-based standard. It does not contain any process descriptions, but instead represents a comprehensive catalogue of individual competences. ICB 4.0 is divided into three domains – project, programme and portfolio management. The competence elements contained in these three standard works are in turn divided into three areas:

Context competences (Perspective)Methods, tools and techniques with which an individual can interact with their environment

Personal and social competences (People)Attributes that an individual needs in order to successfully lead or participate in projects

Technical competences (Practice)Specific methods, tools and techniques used in project management

Figure 3 – Eye of Competence (IPMA®)

This ‘Eye of Competence’ represents a (competence) spectrum that people who work in or manage projects, programmes or portfolios should have. ICB 4.0 makes no distinction in terms of sectors or industries [GPM17a].

The focus of this book is on the domain of project management.

1.6.7Project management manual

management manuals or PM policies to ensure a uniform approach to project management throughout the organisation. The PM manual can be part of the organisational manual or, if applicable, the company's quality management manual. In the simplest case, the PM manual is a compilation of e.g. checklists and forms for project management. In most cases, it contains a company-specific process model for planning, monitoring and controlling projects [MOTZ17].

Project management manual vs. Project manual

The project management manual is an internal company guideline or project management guide and usually contains a company-specific process model as well as a compilation of e.g. checklists and forms for project management [MOTZ17].

The project manual is a project-specific compilation of information, regulations, standards and tools for planning and implementation as well as monitoring and control. It is usually created at the start of the project and continuously updated [MOTZ17].

Contents: project definition and performance planning, project organisation, project information system and communication, project planning, project monitoring and control, project closure.

1.7Literature

[ANDE12]

Anderson, D. J. (2012). Kanban. Evolutionäres Change Management für IT-Organisationen. Heidelberg: dpunkt.Verlag

[AXEL17]

AXELOS (Ed). (6th Edition 2017). Managing Successful Projects with Prince2. Norwich: The Stationery Office Ltd.

[BEA19a]

Bea, F. X., Scheurer, S., & Hesselmann, S. (3., vollst. überarb. u. erweit. Aufl. 2019). Projektmanagement. Konstanz: UVK Verlagsgesellschaft

[BOEH04]

Boehm, B., & Turner, R. (2004). Balancing Agility and Discipline. A Guide for the Perplexed. Boston: Addison Wesley Professional

[CEPM21]

Centre of Excellence in Project Management. (2021). PM2 Project Management Methodology Guide 3.0.1 (European Commission, Hrsg.) Brüssel

[DIN20a]

DIN Deutsches Institut für Normung e.V. (4. Aufl. 2020). DIN-Normen im Projektmanagement. DIN 69901-5 Projektmanagement – Projektmanagementsysteme – Teil 5: Begriffe (Bd. DIN Taschenbuch 472). Berlin: Beuth Verlag GmbH

[DIN20b]

DIN Deutsches Institut für Normung e.V. (4. Aufl. 2020). DIN-Normen im Projektmanagement. ISO 21500 Leitlinien Projektmanagement (Bd. DIN Taschenbuch 472). Berlin: Beuth Verlag GmbH

[DIN20d]

DIN Deutsches Institut für Normung e.V. (4. Aufl. 2020). DIN-Normen im Projektmanagement. DIN 69909-1 Multiprojektmanagement – Management von Projektportfolios, Programmen und Projekten – Teil 1: Grundlagen (Bd. DIN Taschenbuch 472). Berlin: Beuth Verlag GmbH

[DIN20e]

DIN Deutsches Institut für Normung e.V. (4. Aufl. 2020). DIN-Normen im Projektmanagement. DIN 69900 Projektmanagement – Netzplantechnik; Beschreibungen und Begriffe (Bd. DIN Taschenbuch 472). Berlin: Beuth Verlag GmbH

[GPM17a]

Deutsche Gesellschaft für Projektmanagement e.V., (Hrsg.). (1., aktual. Aufl. 2017). Individual Competence Baseline für Projektmanagement, Version 4.0 / Deutsche Fassung (Bd. 1). Nürnberg: Deutsche Gesellschaft für Projektmanagement e.V. (GPM)

[GPM17b]

GPM, SPM, & Gessler, M. (Hrsg.). (8. Aufl. 2017). Kompetenzbasiertes Projektmanagement (PM3): Handbuch für die Projektarbeit, Qualifizierung und Zertifizierung auf Basis der IPMA Competence Baseline Version 3.0. Nürnberg: GPM Deutsche Gesellschaft für Projektmanagement e.V.

[KERZ22]

Kerzner, H. (13. Aufl. 2022). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Hoboken, New Jersey: Wiley

[KOMU17]

Komus, A., et. al