Skip to main content
SpringerLink
Log in

Anwendung und Anpassung von Projektmanagementstandards und deren Einfluss auf die Performance derivativer Produktentwicklungsprojekte

  • Chapter
  • First Online:
Innovative Produkte und Dienstleistungen in der Mobilität

  • 12k Accesses

Zusammenfassung

Projektbasiertes Arbeiten gewinnt heute in Unternehmen zunehmend an Bedeutung (vgl. Dvir et al. 1998, S. 915 [1]). Diese Entwicklung lässt sich gerade auch in Unternehmen der Automobilindustrie verfolgen [2]. Insbesondere im Hinblick auf den steigenden Kosten‐ und Zeitdruck bei gleichzeitig hohen Qualitätsanforderungen, ist das Projektmanagement daher gefordert den Projekterfolg sicherzustellen (vgl. Hab/Wagner 2010, S. 9,10 [3]).

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 69.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 89.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Literatur

  • [1] Dvir, D./Lipovetsky, S./Shenhar, A./Tishler, A. (1998): In search of project classification: a non‐universal approach to project success factors, in: Research Policy, Vol. 27, 9, S. 915‐935.

    Google Scholar 

  • [2] Midler, C. (1995): ʺProjectificationʺ of the Firm: The Renault Case, in: Scandinavian Journal of Management, Vol. 11, 4, S. 363‐375.

    Google Scholar 

  • [3] Hab, G./Wagner, R. (2010): Projektmanagement in der Automobilindustrie: Effizientes Management von Fahrzeugprojekten entlang der Wertschöpfungskette, 3. Überarbeitete und erweiterte Aufl., Wiesbaden.

    Google Scholar 

  • [4] PMI, Project Management Institute (2008): Project Management Body of Knowledge (PMBOK), 4. Aufl., Newtown Square.

    Google Scholar 

  • [5] Engwall, M. (2003): No project is an island: linking projects to history and context, in: Research Policy, Vol. 32, 5, S. 789‐808.

    Google Scholar 

  • [6] Davies, A./Brady, T. (2000): Organisational capabilities and learning in complex product systems: towards repeatable solutions, in: Research Policy, Vol. 29, 7‐8, S. 931–953.

    Google Scholar 

  • [7] Milosevic, D./Inman, L./Ozbay, A. (2001): Impact of Project Management Standardization on Project Effectiveness, in: Engineering Management Journal, Vol. 13, 4, S. 9‐16.

    Google Scholar 

  • [8] Milosevic, D./Patanakul, P. (2005): Standardized project management may increase development projects success, in: International Journal of Project Management, Vol. 23, 3, p. 181–192.

    Google Scholar 

  • [9] Tatikonda, M.V./Rosenthal, S.R. (2000): Successful execution of product development projects: Balancing firmness and flexibility in the innovation process, in: Journal of Operations Management, Vol. 18, 4, S. 401‐425.

    Google Scholar 

  • [10] Payne. J.H./Turner, J.R. (1999): Company‐wide project management: the planning and control of programmes of projects of different type, in: International Journal of Project Management, Vol. 17, 1, S. 55‐59.

    Google Scholar 

  • [11] Joslin, R./Müller, R. (2015): Relationships between a project management methodology and project success in different project governance contexts, in: International Journal of Project Management, Vol. 33, 6, S. 1377‐1392.

    Google Scholar 

  • [12] Joslin, R./Müller, R. (2016): The impact of project methodologies on project success in different project environments, in: International Journal of Managing Projects in Business, Vol. 9, 2, S. 364‐388.

    Google Scholar 

  • [13] Turner, J.R./Cochrane, R.A. (1993): Goals‐and‐methods matrix: coping with projects with ill defined goals and/or methods of achieving them, in: International Journal of Project Management, Vol. 11, 2, S. 93‐102.

    Google Scholar 

  • [14] Engwall, M./Jerbrant, A. (2003): The resource allocation syndrome: the prime challenge of multi‐project management?, in: International Journal of Project Management, Vol. 21, 6, S. 403–409.

    Google Scholar 

  • [15] Wheelright, S.C./Clark, K.B. (1992): Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality, New York.

    Google Scholar 

  • [16] Borgeest, K. (2014): Elektronik in der Fahrzeugtechnik: Hardware, Software, Systeme und Projektmanagement, 3. Aufl., Wiesbaden.

    Google Scholar 

  • [17] Simpson, T.W./Maier, J.A.R/Mistree, F. (2001): Product platform design: Method and application, in: Research in Engineering Design, Vol. 13, 1, S. 2‐22.

    Google Scholar 

  • [18] Tatikonda, M.V. (1999): An Empirical Study of Platform and Derivate Product Development Projects, in: Journal of Product Innovation Management, Vol. 16, 1, S. 3‐26.

    Google Scholar 

  • [19] Nobeoka, K./Cusumano, M.A. (1995): Multiproject Strategy, Design Transfer, and Project Performance: A Survey of Automobile Development Projects in the US and Japan, in: IEEE Transactions on Engineering Management, Vol. 42, 4, S. 397‐409.

    Google Scholar 

  • [20] Payne, J.H. (1995): Management of multiple simultaneous projects: a state‐of‐the‐art review, in: International Journal of Project Management, Vol. 13, 3, S. 163‐168.

    Google Scholar 

  • [21] Cooke‐Davies, T. (2002): The ʺrealʺ success factors on projects, in: International Journal of Project Management, Vol. 20, 3, S. 185‐190.

    Google Scholar 

  • [22] Pinto, J.K./Slevin, D.P. (1987): Critical Factors in Successful Project Implementation, in: IEEE Transactions on Engineering Management, Vol. 34, 1, S. 22‐27.

    Google Scholar 

  • [23] Shenhar, A.J./Dvir, D. (1996): Toward a typological theory of project management, in: Research Policy, Vol. 25, 4, S. 607‐632.

    Google Scholar 

  • [24] Tishler, A./Dvir, D./Shenhar, A./Lipovetsky, S. (1996): Identifying Critical Success Factors in Defense Development Projects: A Multivariate Analysis, in: Technological Forecasting and Social Change, Vol. 51, 2, S. 151‐171.

    Google Scholar 

  • [25] Ika, L.A. (2009): Project Success as a Topic in Project Management Journals, in: Project Management Journal, Vol. 40, 4, S. 6‐19.

    Google Scholar 

  • [26] Atkinson, R. (1999): Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria, in: International Journal of Project Management, Vol. 17, 6, S. 337‐342.

    Google Scholar 

  • [27] Shenhar, A.J./Dvir, D./Levy, O./Maltz, A.C. (2001): Project Success: A Multidimensional Strategic Concept, in: Long Range Planning, Vol. 34, 6, S. 699–725.

    Google Scholar 

  • [28] Patanakul, P./Milosevic, D. (2009): The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria, in: International Journal of Project Management, Vol. 27, 3, S. 216–233.

    Google Scholar 

  • [29] Müller, R./Turner, R. (2007): The Influence of Project Managers on Project Success Criteria and Project Success by Type, in: European Management Journal, Vol. 25, 4, S. 298‐309.

    Google Scholar 

  • [30] Ahlemann, F./Teuteberg, F./Vogelsang, K. (2009): Project management standards ‐ Diffusion and application in Germany and Switzerland, in: International Journal of Project Management, Vol. 27, 3, S. 292‐303.

    Google Scholar 

  • [31] Besner, C./Hobbs, B. (2012): An Empirical Identification of Project Management Toolsets and a Comparison Among Project Types, in: Project Management Journal, Vol. 43, 5, S. 24‐46.

    Google Scholar 

  • [32] White, D./Fortune, J. (2002): Current practice in project management ‐ an empirical study, in: International Journal of Project Management, Vol. 20, 1, S. 1‐11.

    Google Scholar 

  • [33] Lindemann, U. (2009): Methodische Entwicklung technischer Produkte: Methoden flexibel und situaionsgerecht anwenden, 3. Aufl., Berlin, Heidelberg.

    Google Scholar 

  • [34] Wells, H. (2012): How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice, in: Project Management Journal, Vol. 43, 6, S. 43‐58.

    Google Scholar 

  • [35] Teller, J./Unger, B.N./Kock, A./Gemünden, H.G. (2012): Formalization of project portfolio management: The moderating role of project portfolio complexity, in: International Journal of Project Management, Vol. 30, 5, S. 596‐607.

    Google Scholar 

  • [36] Nidumolu, S.R. (1996): Standardization, requirements uncertainty and software project performance, in: Information & Management, Vol. 31, 3, S. 135‐150.

    Google Scholar 

  • [37] Crawford, L./Pollack, J. (2007): Ho generic are Project Management Knowledge and Practice, in: Project Management Journal, Vol. 38, 1, S. 87‐96.

    Google Scholar 

  • [38] Fricke, S.E./Shenhar, A.J. (2000): Managing Multiple Engineering Projects in a Manufacturing Support Environment, in: IEEE Transactions on Engineering Management, Vol. 47, 2, S. 258‐268.

    Google Scholar 

  • [39] Oehmen, J./Olechowski, A./Kenley, C.R./Ben‐Daya, M. (2014): Analysis of the effect of risk management practices on the performance, in: Technovation, Vol. 34, 8, S. 441–453

    Google Scholar 

  • [40] Hanisch, B./Wald, A. (2012): A Bibliometric View on the Use of Contingency Theory in Project Management Research, in: Project Management Journal, Vol. 43, 3, S. 4‐23.

    Google Scholar 

  • [41] Williams, T.M. (1999): The need for new paradigms for complex projects, in: International Journal of Project Management, Vol. 17, 5, S. 269–273.

    Google Scholar 

  • [42] Sicotte, H./Bourgault, M. (2008): Dimensions of uncertainty and their moderating effect on new product development project performance, in: R&D Management, Vol. 38, 5, S. 468‐479.

    Google Scholar 

  • [43] Patanakul, P. (2013): Key Drivers of Effectiveness in Managing a Group of Multiple Projects, in: IEEE Transactions on Engineering Management, Vol. 60, 1, S. 4‐17.

    Google Scholar 

  • [44] Zika‐Viktorsson, A./Sundström, P./Engwall, M. (2006): Project overload: An exploratory study of work and management in multi‐project settings, in: International Journal of Project Management, Vol. 24, 5, S. 385‐394.

    Google Scholar 

  • [45] Nunnally, J.C. (1978): Psychometric Theory, 2. Aufl., New York, 1978.

    Google Scholar 

  • [46] Geraldi, J./Maylor, H./Williams, T. (2011): Now, letʹs make it really complex (complicated): A systematic review of the complexities of projects, in: International Journal of Operations & Production Management, Vol. 31, 9, S. 966‐990.

    Google Scholar 

  • [47] Cooke‐Davies, T.J./Arzymanow, A. (2003): The maturity of project management in different industries: An investigation into variations between project management models, in: International Journal of Project Management, Vol. 21, 6, S. 471–478.

    Google Scholar 

  • [48] Sarstedt M./Wilczynski, P. (2009): More for Less? A Comparison of Single‐Item and Multi‐Item Measures, in: Die Betriebswirtschaft, Vol. 29, 2, S. 211‐227

    Google Scholar 

  • [49] Urban, U./Mayerl, J. (2011): Regressionsanalyse: Theorie, Technik und Anwendung, 4. überarbeitete und erweiterte Aufl., Wiesbaden.

    Google Scholar 

  • [50] Cohen, J./Cohen, P./West, S.G./Aiken, L.S. (2003): Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences, 3. Aufl., New York.

    Google Scholar 

  • [51] Fromm, S. (2012): Datenanalyse mit SPSS für Fortgeschrittene 2: Multivariate Verfahren für Querschnittsdaten, 2. Aufl., Wiesbaden.

    Google Scholar 

  • [52] Engström, S./Lidelöw, S. (2015): From the pilot project to the mainstream practice‐Learning explored in planning and design of a low‐energy quarter, in: Procedia Economics and Finance, Vol. 21, S. 288 – 296.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Lehrstuhl für Mechatronik, Universität Duisburg-Essen, Lotharstr. 1, 47057, Duisburg, Deutschland

    H. Braeuchle & Prof. Dr.‐Ing. Dr. h.c. D. Schramm

Authors
  1. H. Braeuchle
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Prof. Dr.‐Ing. Dr. h.c. D. Schramm
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to H. Braeuchle .

Editor information

Editors and Affiliations

  1. Universität Duisburg-Essen , Duisburg, Germany

    Heike Proff

  2. Universität Duisburg-Essen , Duisburg, Germany

    Thomas Martin Fojcik

Rights and permissions

Reprints and permissions

Copyright information

© 2017 Springer Fachmedien Wiesbaden GmbH

About this chapter

Cite this chapter

Braeuchle, H., Schramm, D. (2017). Anwendung und Anpassung von Projektmanagementstandards und deren Einfluss auf die Performance derivativer Produktentwicklungsprojekte. In: Proff, H., Fojcik, T. (eds) Innovative Produkte und Dienstleistungen in der Mobilität. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-18613-5_8

Download citation

  • DOI: https://doi.org/10.1007/978-3-658-18613-5_8

  • Published:

  • Publisher Name: Springer Gabler, Wiesbaden

  • Print ISBN: 978-3-658-18612-8

  • Online ISBN: 978-3-658-18613-5

  • eBook Packages: Business and Economics (German Language)

Publish with us

Policies and ethics

Search

Navigation