Project subject

The project object defines and differentiates what is to be achieved by a project as part of project management as a result at the end of a project. This result is defined and has a clear demarcation from its environment in which it will later be used or operated, which is why the project object is classified as a product or service . A project object also almost always consists of several components that complement each other in their interaction when they are put together.

Project objects can, for example, be historical and modern projects in the construction industry with civil engineering , tunnels , roads , canals and building projects . Likewise, a project item can be the construction of a machine under construction , a drug in chemical or biochemical product development , an electronic device, software or the change or reconstruction of e.g. B. be operational processes within an organization .

Project object from a system perspective

In the project, the project object is located centrally in the overall system. For this reason, the project object is explained in the project definition and at the same time specified or written down so that it is clear and understandable for everyone involved in the project, because the process flows depend on the project object. A breakdown into individual parts is recorded in the work breakdown structure and specifications .

Change of the project subject

In the course of a project, the subject of the project can change or develop further and must therefore be adapted. For this purpose, the project object can be checked in the work breakdown structure at predetermined times. This is also referred to as scope management or change management, because a project object can also be viewed as a “draft” from the object-oriented perspective.

Communication of the project subject

As a result, the project object is at the center of communication . The individual ideas of people or interest groups run through it , so that the project object is communicated as a report. These reports can contain visions, visits, the goal or initial results and be made available to people or interest groups through information offers. The implementation of a project object within a project is always a social system for a time ( human-oriented perspective). Therefore, if there is a lack of communication, the project team and other project participants may act in an uncoordinated manner due to an unequal level of information about the status of the project object. Due to this connection it can happen that the project object, e.g. B. during an implementation phase, is questioned again.

Project subject in quality management

Quality management needs within projects focus the object of the project, so that a deviation is not possible and the creation of a specification and the You Create from requirements specification for a then subsequent development of an idea for a solution is possible. Due to this focus, it can happen that a found solution increases the pressure to develop a prototype of the project object. B. an FMEA is not carried out completely.

literature

Walter Jakoby: Project Management for Engineers - A practical textbook for systematic project success. 4th edition. Springer Verlag, Hochschule Tier, Germany 2019, ISBN 978-3-658-23333-4
Holger Brüggemann, Peik Bremer: Basics of quality management - from tools to methods to TQM. 3. Edition. Springer Verlag, Wiesbaden 2020, ISBN 978-3-658-28779-5
Jürg Kuster, Eugen Huber, Robert Lippmann, Alphons Schmid, Emil Schneider, Urs Witschi, Rigert Wüst: Handbook Project Management. 3. Edition. Springer Verlag, Berlin Heiderberg 2011, ISBN 978-3-642-21243-7

Individual evidence

^ ^A ^b ^c Walter Jakoby: Project Management for Engineers - A practical textbook for systematic project success . 4th edition. Springer Verlag, Hochschule Tier, Germany 2019, ISBN 978-3-658-23333-4 , pp. 14th ff .; 18th ff .
↑ ^a ^b ^c ^d Holger Brüggemann, Peik Bremer: Basics of quality management . 3. Edition. Springer Verlag, Wiesbaden 2020, ISBN 978-3-658-28779-5 , pp. 170 ff .
↑ Jürg Kuster; Eugen Huber; Robert Lippmann; Alphons Schmid; Emil Schneider; Urs Witschi; Rigert Wüst: Handbook Project Management . 3. Edition. Springer Verlag, Berlin Heiderberg 2011, ISBN 978-3-642-21243-7 , pp. 186; 197 ff .

[:0-1] A ^b ^c Walter Jakoby: Project Management for Engineers - A practical textbook for systematic project success . 4th edition. Springer Verlag, Hochschule Tier, Germany 2019, ISBN 978-3-658-23333-4 , pp. 14th ff .; 18th ff .

[:1-2] Holger Brüggemann, Peik Bremer: Basics of quality management . 3. Edition. Springer Verlag, Wiesbaden 2020, ISBN 978-3-658-28779-5 , pp. 170 ff .

[3] Jürg Kuster; Eugen Huber; Robert Lippmann; Alphons Schmid; Emil Schneider; Urs Witschi; Rigert Wüst: Handbook Project Management . 3. Edition. Springer Verlag, Berlin Heiderberg 2011, ISBN 978-3-642-21243-7 , pp. 186; 197 ff .