Impact of Multiproject Management in Hospital Organizations

Abstract

In recent years, multi-project management has become a new focus of project management, more specifically strategic project management. This is due, on the one hand, to the large increase in the number of projects being carried out in companies and other organizations. Secondly, the projects have become more demanding and, thirdly, the interdependencies between the projects have sharply increased (Shenhar & Dvir, 2007). The increased interdependencies between the projects result from the efforts to define projects more comprehensively in order to reduce throughput times and costs and to exploit technology and market-related synergy potential. It is often spoken of programs instead of projects, to emphasize the higher level of integration and the overall responsible concept. However, for reasons of feasibility, projects are often defined more narrowly and more locally than the overall task requires. As a result, however, the problem of coordination between these more narrowly defined projects is shifting to multi-project management. When is a multiproject management successful? What are the future challenges? These questions should be taken seriously so as not to spend unnecessary efforts and resources in the establishment and further development of multi-project management. The problems and success factors are remarkably similar (Seidl, 2011), even though the companies and industries involved in multi-project management are very different.