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Large-scale projects pose special challenges due to their inherent complexity and long duration. The high level of complexity and inadequate competencies mean that numerous large-scale projects fall well short of the set goals or even fail completely.
However, many causes of deviations can be successfully controlled – if addressed early.
Unconditional achievement of deadlines is our guiding principle. The creation of maximum transparency is a basic prerequisite for forward-looking control of deadlines. A reporting system, that is phase-related and with an appropriate level of detail, built on fact- and results-based statuses, forms the basis for successful project management.
TARGUS supports companies whose core competence already lies in project management as well as companies that need to build up project management competence at short notice, for a plant expansion or a new factory construction. This not only strengthens the operational performance in the project, but also results in a sustainable growth of competencies through the introduction of new methods and changes to the mode of operation.
By creating transparency and a clear forward looking perspective project success remains in focus and deviations are identified early.
The Project Management Office (PMO) is the central control unit and backbone of a major project. With planning, status determination, and reporting central elements are within the responsibility of the PMO.
With a Project Interfaces & Deliverables (PID) project map the essential deliverables and interfaces in the product development process from conception to market launch or handovers, are defined to ensure smooth development.
Systems engineering plays an important role in the development of complex products, e.g. in the aerospace industry. In recent years, the application areas have expanded because increasing complexity and multidimensional risks can be mastered and managed with this methodology.
The evaluation of the project progress requires integrated schedule and cost statuses. Progress is often estimated as a percentage of completion. However, this approach leads to inaccurate results for complex projects, which require a more reliable method.
Building of new factories is often regarded purely as investment projects and is measured only by their ability to meet budgets and deadlines even though there is a lot of room for optimization in the early phases.
The rising complexity in large scale projects poses a major challenge to project management. Project accompanying "Deep Dives" help to identify deficiencies and risks in time to correct or control them.
Not only the parallel handling of several complex major projects but also the coordination and control of internal improvement projects requires multi-project management to correctly set priorities and ensure sufficient capacity.
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