Prosjektledelse Prosjektledelse nr. 4 2019 | Page 37

PROJECT MANAGEMENT
basis of the use of the project object (e.g. use of and not as is now the case with the Six Interde-
the implemented software in everyday operati- pendencies of the entire (parent) organization(s)
ons after the end of the project), it is a clear bene- involved). In practice, I have already achieved
fit goal and must also be defined as such. If, on the positive, more conscious and more complete goal
other hand, the training is essential for the imple- definitions and delimitations. Thus the six inter-
mentation of the project, it is a performance goal, dependencies show all known practice-proven
because otherwise the object of performance will project methodical aids like magic triangle, in
not be completed or achieved. addition delimitation of not goals and use goals
and now consciously the negative use goals as
Goals in the playing field of the Six
Interdependencies damage, conscious restriction of the resources
The supplemented interdependencies help my pens classically with the resource planning pri-
perception according to the clear definition of the marily), but also for all organizations involved an
project object and the demarcation by the use of optimized resource planning.
and however not only for the project (as it hap-
this and the well definition of the basic conditi-
ons (context determination) in the framework of Thus, the Six Interdependencies are a combina-
resources, damage and stakeholder satisfaction. tion of already known, previously independently
considered influences and now additional con-
In my opinion, the Six Interdependencies bring sideration of damage and cross-organizational
more to light the things that have so far been defi- resource consideration together:
ned, in part neglected, on the edge, next to the
magic triangle, by benefit goals, resource plan-
ning (but so far only with the focus on the project
Marc Widmann
I am Marc Widmann, a husband, father of two sons, enthusiastic
amateur photographer and lives in Hattersheim near Frankfurt.
In my daily work I manage projects and programs in the field
of information technology. I coach project managers and
audit projects. I have many years of experience in consulting
and IT outsourcing with project portfolio management tasks.
I particularly enjoy working with international teams at Tata
Consultancy Services. I volunteer my time at the Gesellschaft
für Projektmanagement (GPM-IPMA) as an assessor in project
management personal certification. I myself am also certified as
IPMA Level A Certified Project Director (GPM) and IPMA Level B
Certified Senior Project Manager (GPM).
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