• 1. brief introduction of yourself and the course of the workshop
• 2. introduction of the company (CS)
• 3. project concept: What is a project?
  • Planned project, fulfilment of an idea, coherent, teamwork
• 4th Definition? DIN standard very unclear, presentation of the benefit-orientated definition
  • There is no clear definition, but components are (something new is involved, often risky, complex, clear objectives, temporary organisation)
• 5.project management as a holistic concept
• 6.the magic triangle of project management
  • Consists of the components: Time, costs, quality and project scope
• 7.difference between classic and agile project management:
  • Classic: Fixed goal (time and costs must be estimated) "Waterfall" power plant
  • Agile: We want to build an "app" with the costs in time - Microsoft Teams
• 8 When does which approach make sense?

Case study: Organisation of the freshman camp (Mural)

• Project initiation: SMART Goals
  • Specific, Measurable, Ambitious, Realisable, Timed
• Participant goals: Networking, getting to know fellow students, longer-term involvement in student council work,
• Measurable: Survey - how many did you know before/after?

• Suggested goal of the speakers: Weekend in a holiday home for 50 students
  • Measurable: Budget adhered to, catering sufficient, not too high a surplus (appropriate management)
  • Demanding: Set challenging goals and formulate them positively
  • Realisable: Goals
  • Scheduled: Start on 18/06/2023

Establishment of a project charter

Important to be able to sell and communicate the project to external parties (e.g. university management), helps to define and limit the end of project (define clear tasks and project area!), Important: Write down what you are NOT doing and who is doing what

Project stakeholder analysis

Indirect stakeholders must also be taken into account in the organisation, as they have a fundamental influence on the project, what is their influence and interest in the project? (do they only need to be "observed" or kept satisfied?), does the organisational team have the same assessment of the stakeholders and their importance for the project?

• First-year camp: School, first-year students, hotel operators (great influence, no great interest in the project), sponsors, helpers, all students, bus company, supermarket, all first-year students (medium influence, not interested in the project itself (more in the result))

Project structure plan (PSP/WBS) (Ersti-Camp):

• Finances
  • Sponsoring
  • fees
  • Grants
• marketing
  • website
  • Social Media
  • Print
• Programme
• Logistics programme
  • Mobility (people/things)
  • Location
• Personnel
  • Helpers

How can such a project be better set up and later implemented in professional life?

Presentation of realised practical examples of project management

• Tennet: Many different service providers involved (very complex)
• Siemens Energy: Spin-off of a division (difficulty, a single organ is to become a completely viable new company (body), detached from the parent company but still signalling the connection to Siemens to the workforce and bringing the need for action of the project closer to the workforce)
• Question: How does it work as an external party in project management tasks for customers? (no own knowledge e.g. about technical topics (power lines))
• Answer: An external perspective can also be more of an advantage, as you tend to only accompany the project and tackle the implementation together with internal staff (rough understanding is also provided by the customer, project managers are more concerned with people than with technical expertise).

Summary

The participants gained an understanding of what a project is and thought about its implementation with the help of a case study on the creation of a first-time camp. In particular, SMART goals, a project charter and a work breakdown structure were developed together and their importance for project management was conveyed.