Erfolgsfaktoren im Projektmanagement und deren Relevanz für die Unternehmensentwicklung
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Studienarbeit aus dem Jahr 2010 im Fachbereich BWL - Unternehmensf�hrung, Management, Organisation, Note: 1,3, Steinbeis-Hochschule Berlin (Institut eBusiness & Management), Veranstaltung: Business Administration, Sprache: Deutsch, Abstract: In dieser Studienarbeit soll aufgezeigt werden, wie - aus wissenschaftlicher Sicht - Projekte geplant und durchgef�hrt werden sollen, damit die in der Praxis h�ufig vorkommenden Fehlschl�ge vermieden werden k�nnen. Der Unternehmenserfolg kann so durch die deutliche Erh�hung der Zahl von erfolgreichen Projekten gesteigert werden. Au erdem kann, durch F�rderung der Projektkultur im Unternehmen und durch entsprechende Gestaltung der Unternehmensstrategie, die Unternehmensentwicklung weiter verbessert werden. Zuerst wird erl�utert, was im modernen Wirtschaftsleben - sowohl aus betriebswirtschaftlicher wie auch aus technischer Sicht - als Projekt verstanden wird und welches die Aufgaben des Projektmanagements sind. Hierbei wird auch schon deutlich, welche Vorhaben kein Projekt sind und somit aus Projektmanagementsicht abgelehnt werden sollten, um Projektmisserfolge schon von Beginn an zu vermeiden. Nachdem diese Voraussetzungen gekl�rt sind, wird die umfassende und korrekte Durchf�hrung von Projektmanagement f�r ein Projekt in allen wichtigen Facetten aufgezeigt. Es werden alle wesentlichen Schritte einer korrekten Projektdurchf�hrung im richtigen zeitlichen Ablauf vorgestellt. Durch Vergleich dieser Vorgehensweise mit fehlgeschlagenen Projekten kann h�ufig der Grund des Misserfolgs einfach und rasch erkannt werden. Es wird das "Doing the things right", also das richtige Management von Projekten aufgezeigt. Hierbei wird auch auf Unterschiede bei den international verbreiteten Projektmanagementmethoden eingegangen. Darauf aufbauend wird in einem n�chsten Schritt dargelegt, wie mit einer Vielzahl von parallel laufenden Projekten in einem Unternehmen sinnvoll Multiprojektmanagement durchgef�hrt und in die Unternehmensstrategie integr
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