ABSTRACT
The carrying out of strategic projects, like a company’s corporate-wide software implementation of Customer Relationship Management modules or Financial and Controlling Software modules, has increased in the past few years (Gaulke 2004). While many projects are implemented, the quota of successfully realised projects is low. A number of them are cancelled, restarted at a later date or rolled over the time (RolandBerger 2008). The reasons for low success in projects are not or unclear defined project aims, communication structure and manpower planning (RolandBerger 2008). The manpower planning is complicated as the project’s tasks are merely roughly defined (Drumm 2005, Jung 2008). The unclear project aims enable only roughly work packages deduction, such as process mapping, generation of new process requirements and implementation of software. The specific tasks depend on the number and form of the organisation’s units involved. Respective information usually becomes partly common as the project rolls on.
