Reifegradmodelle im Multiprojektmanagement
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Studienarbeit aus dem Jahr 2014 im Fachbereich BWL - Unternehmensführung, Management, Organisation, Note: 1,3, Dresden International University, Veranstaltung: Master of Business Administration / General Management: Management Skills, Sprache: Deutsch, Abstract: Ein Projekt ist erfolgreich, wenn es seine Zielvorgaben erfüllt und dabei die vorgesehen Kosten und den festgelegten Zeitrahmen nicht überschreitet. Verfolgt eine Organisation mehrere Projekte, muss sie zusätzlich die optimale Verteilung der Ressourcen und die richtige Priorisierung der Projekte sicherstellen. Arbeitet die Organisation überwiegend projektbezogen, dann spiegelt die Gesamtheit der verfolgten Projekte, das Projektportfolio, die Strategie wider mit welcher die Organisation ihren unternehmerischen Herausforderungen begegnet. Die Steuerung des Projektportfolios und der darin enthaltenen Programme sind eine Kernaufgabe des leitenden Managements. Die projektdurchführende Organisation ist zudem ein sozio-technisches Gebilde das nichtlinear auf äu ere Einflüsse reagiert, weil es sich zum Einen aus technischen Systemkomponenten und zum Anderen aus handelnden Personen zusammensetzt dessen Verhalten sich nicht vorhersagen lässt. Die Bewertung der Projektarbeit einer Organisation geschieht über die Einschätzung der Kompetenz der einzelnen, mit Projektarbeit betrauten Bereiche und Personen. Anhand dieser Einschätzung wird das Projektmanagement einem Reifegrad zugeordnet, wobei die einzelnen Bereiche unterschiedliche Reifegrade aufweisen können. Das bietet den Vorteil die Projektkompetenz messbar zu machen und Verbesserungen nachvollziehen zu können. Zum Zweiten erlauben Reifegrade ein, gegebenenfalls branchenübergreifendes Benchmarking von Organisationen. In dieser Arbeit sollen die Besonderheiten der Reifegradbestimmung im Multiprojektmanagement untersucht werden. Weiterhin soll aufgezeigt werden worin sich die Bewertung der Prozessreife im Einzel- und Multiprojektmanagement unterscheiden.
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