Projects of all kind have become an important part of running and shaping business in all industries. These investments often have a very critical influence to an organization and its business. Therefore, success or failure of those projects might influence significantly the further success of an organization. Knowing that it is astonishing how many companies start such projects without proper guidance and project management knowledge. Particularly, the failure of many large scale projects is then inevitable. Reasons for unsuccessful projects are manifold and documented in many publications and studies.
The "LargeProject-LevelModel (LPLM©)" is designed to avoid such project failures. The model structures a LSP in an organized way and it takes many levels, relations and dependencies into account. Defining all of these facts is usually done by the project manager. The LPLM© supports the manager by laying a foundation that incorporates the view of the upper management as well as the inputs for the project teams. Combining both sides of a project ensures the right view to all challenges around a LSP. Basically, a LSP should be structured in three level as shown below.
The reason for the creating such a level based comes from the situation that many projects need a proper break down to be managed easily. Some of these factors are:
- Large projects are often embedded in manifold management structures.
- Accurate cost and schedule predictions are unlikely at the beginning.
- All plans are be developed in multiple iterations and consider many influences.
- The project success and therefore the risk management is very crucial for the executing organization.
- Any changes must be assessed thoroughly to judge the business impact.
- The model separates the management and the delivery and enables a more consistent way of producing outcomes.
The following pages show how to deal with these - and other important - tasks when running a Large Scale Project. Some of these essential topics are:
The input for all these topics has been derived from many different projects. The majority of them were very large software projects which may serve as template for many other industries because of their complexity. Additionally, software is often developed in shoring models that require a meticulous approach in terms of governance, planning, risk and other project areas. All information about large projects are not designed to serve as an input to programs because those usually follow a different approach. Nevertheless, there are some overlaps that will be described whenever it may be helpful.