Project >Crossing: Project Management, Workshop, Seminar, Training, Course, Consulting

Project >Crossing combines project management with further procedures important for projects like leadership, self-organisation and partnering.
All efforts are focused on Project Cases decisive for project success such as realistic project planning, competent project leadership, complete project business case definitions.
To ensure project quality the entrepreneurship is introduced to the project level.
Five >Crossing Drivers make methods, know how and best practices available and active.
Improvements are developed on four >Crossing Result Levels: personal, project-related, business-related and guaranteed.
Highest priority is put on the turning of new capabilities to operational project practice.
Trainings become more productive by using the Project >Crossing Seminar LearnWay.

Today projects are characterized by extreme deadlines, high expectations and heavily reduced budgets. To meet these challenges in everyday corporate life, you need more than just project management, you need:

Project >Crossing offers skills and methods for project work and multi-projecting going beyond existing project management procedures. It has new answers for today's challenges and provides significant added value in managing projects.

Project >Crossing is a high-quality alternative to classic project management and leads to advantages like meeting project deadlines, better project results und higher project efficiency. In addition it is a valuable add-on for companies and people already practicing project management and looking for further skills.

Regarding the project as a "company within a company" is a crucial approach for realizing advantages. The total available know how, methods, procedures, processes and organisational forms are used to master project situations actively and comprehensively. Entrepreneurial project leadership is a central issue here.

Depending on the demands of the business, the complexity of the project and the given situation, project success is influenced by the art of mastering a limited number of Project Cases. Examples are: optimising project capacities, project freezing points and realisation strategies, effectively managing project change processes, implementing entrepreneurial project leadership, increasing project team motivation etc.

Project >Crossing identifies, evaluates and deals with 15 categories of project cases according to the particular management and project needs of your business:

The backbone of Project >Crossing is the >Crossing Method, whichmerges numerous best practices,procedures and methods to achieve superior results. It creates conditions and abilities which, as it were, enforce project success. So today you have the choice between traditionalproject management approaches or, better, Project >Crossing.

Project >Crossing consists of three core competencies, which are summarized in the Project >Crossing Credo:

1. Core Competence

Merge Forces .

2. Core Competence

. to Drive .

3. Core Competence

. Excellent Results.

Integrate Project >Crossing Forces.

Identify and integrate the best approaches, practices and strengths.

Apply Project >Crossing Drivers.

Use five drivers to fix project cases and make available relevant inputs, approaches and solutions.

Enforce Project >Crossing Results.

Produce results on up to four levels.

Forces are:

Project Management-Procedures:

Project goals, project start-up, project planning, risk planning, project control, project communication, cooperation, project organisation, multi-projecting, project systems

Additional Techniques:

Project strategies, speeding projects, process optimisation, leadership competence, self organisation, entrepreneurship, partnering, networking, customer orientation, marketing approaches, motivation

Process management, quality management, capacity management, qualification, stakeholder management, culture management, international affairs, crisis management, change management, best practice identification

Drivers are:

1. First Success Steps

Analyse business and project requirements, make available people experiences and ideas, look for fast solutions in the very beginning of the improvement effort.

2. Learning from Best Practices

Analyse best practices (internal, external), find and transfer success factors.

3. Project Case Solutions

Select critical case, find best solutions using the >Crossing Case Solution Finder.

4. Scorecard Measures

Measures to evaluate conversion success.

5. Productive Mode Switches

Trainings, individual action plans and roadmaps, transfer to routine tasks, integration existing systems and procedures.

Results are:

1. Personal Growth

Higher motivation, new strengths, better use of existing strengths, more personal competence, personal roadmaps.

2. Project-Quality

Higher effectiveness and efficiency in all project roles, more security for reaching project goals.

3. Business Success

Project processes are high quality processes and supporting business success.

4. Guarantee

The fourth result level is new in management and business improvement: the >Crossing-Guarantee. More security for the money invested.

To support a company's special project requirements Project >Crossing offers a wide range of goal-directed Project >Crossing Moves:

Knowing Project >Crossing companies and people have a choice to look either for traditionalproject management procedures and skills - or to apply the Project >Crossing.

To compare the relative added value using classic project management or Project >Crossing we have developed a metric called the KSV Knowledge Solution Value^TM formula. The KSV calculation for Project >Crossing shows a knowledge and solution value that is over 7 times higher.

Mastering Project Cases is critical for the success of individual projects and indeed of all projects. Project >Crossing offers proven solutionsfor each case. The following Project CaseList can be used

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If any of your particular needs are missing, please add them in the info box at the end of the list and mail it together with your results. Or mail a separate request directly to our office: Email

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Expressions carrying these trademarks here, are product/service names and common law marks.

	Practices of Classic Project Management	Adding Value with Project >Crossing Solutions Methods
Project Customers	Project customer orientation is limited to budget customers and users.	All stakeholders (budget customer, users, involved executives, project critics, heavily burdened team members) are handled actively.	Project Management Entrepreneurship Customer Orientation Project Marketing Service Orientation
Project Planning	Best case planning is usual with deficits in completeness and co-ordination.	Planning is coordinated and produces realistic views.	Project Management Communication Leadership Process Optimisation
Project Control	Steady overrun of project dates, wrong focus of project control activities, sole task of project manager.	Active project control spread over the whole project, looking ahead on critical project dates.	Project Management Communication Speeding projects Process Optimisation
Project Manager	In most cases only a coordinative project leadership role is established.	Entrepreneurial project leadership based on adequate competence.	Project Management Entrepreneurship Leadership
Project Goals	Projects are insufficiently linked to strategic goals.	Complete project business cases, describing contribution to business strategy.	Project Management Risk, Business Cases Project Strategy

Pathways	Actual Programs In addition, an individual focus may be set as necessary.
Project >Crossing Framework Project To realize existing improvement potentials permanently. To establish new structures and capabilities.	Project >Crossing pdf IT Project >Crossing Multi-Project >Crossing Project Portfolio >Crossing Customer Project >Crossing
Project >Crossing Seminar / Workshop LearnWays to develop insights, abilities and hands-on concepts (group-based, internal or external).	Project Case >Crossing pdf Project Manager >Crossing pdf Project Team >Crossing Multi-Cultural Project >Crossing
Project >Crossing Audit To analyse and recommend improvement potentials.	Project >Crossing Audit pdf

1. Project philosophy and project matrix organisation	+ -- ?? //
1.1 Define and implement a strong and dynamic project philosophy and culture.
1.2 Gain competence in handling the project/line matrix organisation.
1.3 Recognise and adapt project success factors in projects, in the business and in the company.
1.4 Formulate convincing and advantageous Project >Crossing guidelines: standards, tools, key processes, tasks, responsibilities, philosophy.
1.5 Make projects visible and use them as an marketing instrument.
1.6 Define and realize risk policy and systematic.
1.7 Use metrics to assess project improvements.
1.8 Get projects anchored in the company.
1.9 Organize project management according to industry and international standards.
1.10 Differentiate project/routine processes and processes for different project complexities.
2. Project programme management	+ -- ?? //
2.1 Identify needs for project programme management.
2.2 How to bundle, evaluate, select and prioritise projects.
2.3 How to find the right project portfolio criteria.
2.4 Linking projects to business strategy requirements.
2.5 Balancing of all projects according to company criteria
2.6 Establishing capacity transparency, bottleneck identification and priority setting procedures (multi-projecting).
2.7 How to control the project programme: reporting, processes.
2.8 Implement, initiate and operate project programme management tools and processes (project portfolio).
2.9 Assign tasks and responsibilities for programme management, integrate it in company.
2.10 Integrate programme management with company planning and control processes.
2.11 Define project and programme Audit procedures to increase project quality as well as processes to push performance.
3. Capacity and Multi-Projecting (Multi-Project Management)	+ -- ?? //
3.1 Establish capacity transparency and bottleneck detection.
3.2 Optimise capacity and concentrate resources.
3.3 Establish priority-setting procedures.
3.4 Organize coordinating process for multi-projects.
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4. Work and Decisions in Pre-Project Phases	+ -- ?? //
4.1 Structure, influence and monitor pre-project decisions.
4.2 Identify project customer/client requirements exactly.
4.3 Organize for complete business project cases, high quality goals and deliverables.
4.4 Decide project/no-project situations.
5. Customer Orientation, Partnering and Internationality	+ -- ?? //
5.1 Set up project marketing/project customer or client actions.
5.2 Deal with stakeholder expectations and influences.
5.3 Support partnering and cooperation processes with suppliers/partners.
5.4 Integrate different national, cultural, individual and location styles, matters and values.
5.5 Define systematic project procurement and contract guidelines.
6. Project Support	+ -- ?? //
6.1 Make available the right capacities and qualifications.
6.2 Organise project work done in departments in the right way.
6.3 Define systematic project procurement and contract guideline.
6.4 Project support strategies.
7. Application of Project Strategies	+ -- ?? //
7.1 Project organisation strategies.
7.2 Project handling and communication strategies.
7.3 Project risk-taking strategies.
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8. Project Execution Cases: Analysis and Planning	+ -- ?? //
8.1 Enforce a professional project start-up and briefing of project staff.
8.2 Perform effective processes for the project planning cycle.
8.3 Make realistic project plans: results, timeline, cost, risk, efficiency.
8.4 Incorporate communication planning and stakeholder analysis.
8.5 Allocate and handle budgets and resources.
8.6 Implement work package philosophy and task assignment tools.
8.7 Allow for freezing points and project realization strategies.
8.8 Ensure an efficient risk evaluation process.
9. Project Execution Cases: Steering and Change	+ -- ?? //
9.1 Implement a forward-looking project monitoring cycle.
9.2 Carry out proper action and result control.
9.3 Manage the project change process.
9.4 Practice proven review and presentation techniques.
9.5 Apply manageable status and forecasting tools.
9.6 Implement a goal-oriented reporting system.
9.7 Set up earned value methods and activity-based performance measurement.
9.8 How to make project execution reliable.
9.9 Setting of project-internal priorities for more effective project work.
9.10 How to recognize upcoming project problems.
9.11 Organise an effective project close-out and de-briefing process.
10. Effective Project Systems	+ -- ?? //
10.1 Establish goal-directed project data, information and reporting systems.
10.2 Set up structures and processes for handling project documentation, knowledge and success criteria.
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11. Project Realisation, Optimisation and Acceleration	+ -- ?? //
11.1 Vary the processes and methods for large/small, stable/instable projects.
11.2 Correct handling of sub-projects.
11.3 Implement project acceleration measures.
11.4 Know the effects and secrets of modern optimisation concepts such as just-in-time development, simultaneous project phases, simultaneous and concurrent engineering, piloting etc.
11.5 Phasing, paralleling and accelerating of projects.
11.6 Freezing points: how to guarantee project completion dates.
12. Project Organisation	+ -- ?? //
12.1 Set up a motivating project organisation and integrate it in the company.
12.2 Learn and apply an entrepreneurial project leadership style.
12.3 Define and assign project tasks, roles and competencies for project staff.
12.4 Make projects successful without the project team approach.
12.5 Set up powerful 2+3=7 high performance teams in more complex projects.
12.6 Set up external project decision processes (pre-project work, functional groups, post-project work).
12.7 Define project support policy and tasks, install project support office.
12.8 Set up a project management department.
12.9 Correct use of the project room.
13. Project Steering Functions	+ -- ?? //
13.1 Establish steering committee procedures and quality goals.
13.2 Develop a project support and service mentality within the steering committee.
13.3 Make steering committee work effective: organisation, task allocation, required systems, communications.
14. Communications, Cooperation and Influence	+ -- ?? //
14.1 Create positive project pressure and conflict management levels.
14.2 Dramatically increase project work efficiency with direct motivation methods.
14.3 Apply unconventional communication and cooperation methods.
14.4 Establish a suitable policy for meetings.
14.5 Work effectively in virtual projects and teams.
14.6 Use methods and procedures as tools for project cooperation and communication.
14.7 Negotiate project resources with line management.
14.8 Push up self management capabilities.
14.9 Create a positive and cooperative project culture.
15. Training Project Staff and Management	+ -- ?? //
15.1 Train people in relevant project management, organisation and crossing techniques.
15.2 Make line managers familiar with project needs.
15.3 Find and evaluate project experts.

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