- potential problems associated with large and/or complex projects can be identified from two perspectives; namely:
- from the viewpoint of steering and management activities in the line and project organizations (referred to as “management components”; these lie entirely in the hands of the people involved with the project or program),
- from the situation as seen from the project or program viewpoint (referred to as “contextual factors”) and how this is dealt with by the steering level,
- potential problems associated with large, complex projects can be intercepted at the steering level.
The KEY Method was created on the basis of these perspectives. This enables self–assessments to be performed at the levels of
- line (sponsor, business),
- project steering,
- project management and
- project execution.
The purpose of the KEY Method is to ensure
- in the case of individual projects that
- good general conditions prevail (measured in terms of the contextual factors),
- competent project management is in place (measured in terms of the management components),
- from the portfolio viewpoint that
- projects that are doomed to fail are prevented (or stopped and restructured),
- a comprehensive situation analysis is available for all ongoing projects.
The KEY Method consists of
The KEY Method, which is now being used in around 100 large projects to identify problems, is being continuously developed by the Competence Center for Project Leadership (CC KEY) in collaboration with its partners from the world of practice.