Introduction

Projects of all kind have become an important part of running and shaping business in all industries. These investments often have a critical influence on an organization and its business. Therefore, success or failure of those projects might significantly influence 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 design of "LargeProject-LevelModel (LPLM©)" avoids such project failures. The model structures an LSP in an organized way and it takes many levels, relations, and dependencies into account. Project managers usually defines all these facts. 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 related to large projects.

Figure O1: LPLM© - LargeProject LevelModel
Figure O1: LPLM© - LargeProject LevelModel

The reason for the creating such a level based comes from the situation that complex projects need an adequate break down. Some of these factors are:

  • Large projects are often embedded in manifold management structures.
  • Accurate cost and schedule predictions are unlikely at the beginning.
  • It requires multiple iterations to develop all plans.
  • Planning of these projects considers many influences.
  • The project success and therefore the risk management is very crucial for the executing organization.
  • All changes need a thorough assessment 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. All topics occur on each of the three level:

  • Project Governance
  • Time Management
  • Scope Management
  • Risk Management
  • Resource Management
  • Cost Management
  • Procurement Management

The experience of many different projects has contributed to these topics. Most of them were large software projects which may serve as template for many other industries because of their complexity. Additionally, software development often uses shoring models that require a meticulous approach in terms of governance, planning, risk, and other project areas. All information about large projects does not contribute as input to programs because those usually follow a different approach. The respective topic describes overlaps between Projects and Programs if applicable.


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