ABSTRACT
Th e design of project organizations acquires particular importance as a result of perceiving projects as temporary organizations. Specifi c project organizations have to be designed for the specifi c business processes to be performed. Th is should secure competitive advantages for the project-oriented organization. Project organizations are designed during project starting, adapted as necessary during project controlling, and dissolved during project closing. Organizational tasks must therefore be performed in all sub-processes of project managing (see overview below).
