KEY Model

The KEY Model enables projects to be analyzed from the perspectives of

  • steering and management activities in the line and project organizations (management components) and
  • the prevailing general conditions (contextual factors) and how these are dealt with.
Analysis Perspectives of the KEY Model
Analysis Perspectives of the KEY Model

Management Components

The areas of the management components perspective encompass the following aspects:

Project goalsIntention of sponsor
Goals per subproject
Management support for the project
Strategic conformity of the project
Dealing with potential problems and risks
Business caseProven value (impact of the solution)
Position in the context of other projects (portfolio)
Selection of project collaborators
Project steeringConstitution
Duties and rules
Approval of phase transitions
Project managementProject brief
Project planning and management
Changes in the project
Risk handling
Resource handling
Solution implementation
Project controlling
Preservation of the freedom to act
BusinessRole, task and responsibility
Process management
Prerequisites for implementation of the solution
Alignment with the enterprise architecture
(Master) data management
ITConsideration of the IT architecture
Solution architecture
IT personnel
Operation and support
SourcingFundamental decision-making
ImprovementDerivation of improvement measures

Contextual Factors

The areas of the contextual factors perspective encompass the following aspects:

TerrainExperience with similar projects and solutions available to the project
Competencies for organizational change
Management and culture
Technical progress
Organizational changes
Openness to change
User requirements
(Power) political environment
Legal framework
System landscapePeripheral technical systems to be taken into account
Organization landscapeHomogeneity of stakeholders
General (not project-specific) commitmentBasic attitude of general commitment or non-commitment on the part of management of line/staff organizations regarding collaboration in and/or with projects
General match or disparity between budget and project situation
General (not project-specific) ability to actGeneral freedom of the project to make decisions
Generally adequate or inadequate project capabilities in the line organization(s)
Generally strong or weak partner management competency
General restriction or support through regulated sourcing