The work is carried out almost exclusively in the form of projects. This practically always includes internal project-management and a multi-disciplinary working group with approximately 8-10 people. Larger projects usually additionally involve a supervisory team with the most high-ranking representatives possib
This general scheme can provide the structure for entire projects if these are of a relatively simple nature, and assuming sufficient experience with the topic at issue. Often, however, things are not as simple.
In most cases projects initially consist of little more than several rough ideas. Every participant has at least one idea in mind. Complex projects cannot be planned in detail from start to finish. Assignments are provisional and are continuously changed over time. Surprises are inevitable, requiring a process that is flexible enough to react to these and to adapt to the . Stability is achieved through good decisionmaking-processes and a fitting project structure, and not through a premature determination of things that have not or could not yet have been properly thought through.
Insisting on a helps make allowances for the and the, by having participants working towards a better understanding of connections step-by-step. Based on this goals can be defined or adapted. This means that the theme can often change. It is an , , and one that both brings and permits surprises.
The process does not consist of strictly separated phases of actual condition . The phases can be distinguished based on their emphasis, but always include a mixture of actual condition assessment, target state definition, and implementation (or preparation therefore).
The process-model distinguishes between working on the project and on the project-structure on one hand and the actual work within the project, although there are running cross-overs and double usage (Example: something realized in the actual-condition analysis has consequences for the solution to be developed and for the project-structure- additional qualifications have to be incorporated into the team).
The grouping and arranging of phases is based on the size and complexity of the topic at issue, on time-pressure and on previous experience, etc. Large projects involve a higher number of different phases. The form and scope of the testing of new models and of evaluation depend on the particular circumstances.
Phases define partial projects. Interim deadlines at which specific items need to be wrapped up serve as milestones.
A general structure that takes into consideration the above-outlined considerations regarding realistic project-design and realistic project-work could, for example, look as follows:
The end of each phase provides opportunities for reflection regarding how thoroughly the used approach needs to be amended, whether the project-structure and the composition of the groups fits, etc.
At a social enterprise (link to the case study NÖ Volkshilfe) only the next, manageable steps were planned in detail. Roles and responsibilities were newly defined in each phase, and there were tests to see to what extent the initial goals fit to the experiences made.