Organizations, companies or parts of these, like divisions, business lines, profit centers or departments, that use projects and programs for mostly unique and large scale managing business processes, can be defined as project-oriented organisations.
Project-oriented organisations are characterized by specific strategies, specific organizational structures as well as specific cultures concerning the management of projects, programs and project portfolios.
A project-oriented organization is characterized by the business processes that are shown in the cobweb:
Project management: A project is a temporary organization for managing a relatively unique, short to middle-term process with a middle to large scope. Project management is a business process of project-oriented organizations. The project management process starts with the project proposal and ends with the project approval of the team of the project customer. The project management process contains the following the sub-processes: Project start, project coordination, project controlling and the overcoming of a project discontinuity (where necessary) and the project closure.
Program management: A program is a temporary organization for managing a unique, middle to long-term process with a large scope. A program consists of several projects and tasks, that are combined closely by the common target. Programs are limited by time and budget. Program management is a business process of project-oriented organizations that contains the following sub-processes: Program start, Program coordination, program controlling, and the overcoming of a project discontinuity (where necessary) and the program closure.
Quality assurance of a project or program: For assuring the management quality of a project or program, management consulting and management auditing processes can be run.
Proposal/Commission of a project or program: In the process of commisssioning a project or program the groundworks are laid for deciding if a project or program is started, investment decisions are done and - in the case of a positive investment decision - the commission of project or program is done.
Project portfolio coordination and Project networks: In the process of project portfolio management is decided if projects are started or stopped, priorities are set between projects. The coordination between the applied internal and external resources. The networking process of projects contributes to the ensuring synergies in the project-network.
Organizational design: The design of project-oriented organisations contains the establishment of a PM Office, a project portfolio group and of expert pools, the establishment of guidlines and templates relating to the project and program management and the project portfolio management as well as the development of standard project plans.
Staff managment in a project-oriented organization: The staff management of a project-oriented organization contains the recruitment, disposition and the human resource development. All employees of a project-oriented organization belong to the project staff, that exercise roles of project or program customers, project or program managers or project team members etc.
Process management in a project-oriented organisation: A process is a procedure of events that is limited by content and time, several parts of one or various organisations involved in it. Processes can be differed in primary processes, secondary processes and tertiary processes. Primary processes are processes of the practical generation of efforts. Secondary processes support the primary processes. Tertiary processes are supposed to do an indirect support.
