By Hans Halberstadt
The tactical debut of the yankee M1 Abrams major conflict tank in NATO workouts in 1982 is related through specialists to were a turning aspect in armoured conflict: the Abrams proved itself so greater to the competition in those routines that the rule of thumb publication needed to be rewritten. within the Gulf warfare of February 1991, the constructed M1A1 version thoroughly outclassed the Soviet apparatus of the Iraqi military, sometimes destroying enemy tanks at 3 kilometres' variety. Its thermal imaging attractions, laser rangefinder, and hearth keep an eye on computing device, coupled with its firepower and state of the art composite armour made it an impossible to resist opponent. This quantity presents an perception into the Abrams, its staff and its operations, illustrated with color photos.
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Example text
Der Auftraggeber initiiert das Projekt, indem er sinnvollerweise beim Zwischenmenschlichen beginnt. Er muss sich sehr genau bewusst sein, dass er mit der Wahl des „richtigen Projektleiters“ die entscheidende Weiche stellt. 8 Information und Dokumentation In der Initialisierungsphase ist das Projekt noch nicht öffentlich. Das heisst, die Kommunikation beschränkt sich auf eine sehr kleine Anzahl von involvierten Personen oder Gremien. Besonders in diesem Kreis muss die Kommunikation sehr sorgfältig gestaltet werden (s.
Risiken, Kosten vs. Nutzen usw. B. Projekt-Scorecard) Ökonomische Kriterien (Kennzahlen, Markt) Ökologische Kriterien Ethische Kriterien Chancen- und Risiken-Kriterien Muss-Kriterien (Neue Gesetze, Technologien) Es ist durchaus üblich, dass die Bearbeitung von Projektportfolios auch auf mehrere hierarchische Ebenen im Unternehmen verteilt wird. So bearbeitet die Geschäftsleitung nur das Portfolio mit den 10 wichtigsten Projekten, die übrigen Projekte werden auf Bereichsebene bewertet und priorisiert.
Was wird wie dokumentiert? Wie wird der Auftraggeber informiert? Wie bleibt das Projektteam mit ihm im Gespräch? Was wird nach aussen getragen? Teil II: Struktur und Vorgehensweisen Auftraggeber Projektleitung Entscheid über weiteres Vorgehen GL-Sitzung Präsentation WANN Termin, Periodizität WIE Form WO Medium WAS Ort Empfänger verantwortl. Berichterstatter WER Thema 48 Ende Vorprojekt Steuergruppe Projektleitung Projektteam Anwender Abbildung II-7: Beispiel eines Informations- und Kommunikationskonzeptes Bei sozial komplexen Projekten ist es hilfreich, anhand einer ProjektumfeldAnalyse die Erwartungen, Befürchtungen, Interessen, Unterstützungen, Ablehnungen usw.