Project management approaches and their selection in the digital age: Overview, challenges and decision models

Abstract

Digital transformation is a challenge that also impacts the selection of tools for implementing projects. Which tools are suitable for handling complex digital twins? Project management must respond to this with suitable approaches. The challenge for decision-makers is to choose the right one. Based on literature research and a case study, influencing factors are derived and practice-relevant project management approaches are collected. Furthermore, a decision model is developed that, on the one hand, supports the decision-maker in selecting tools before and during the project, and on the other hand makes empirical values from past projects usable for future decisions. The results show that the number of influencing factors is large, and the approaches are di-verse. In complex projects, this can lead to complex decision-making situations that require appropriate decision models. The developed “Supervised Decision Model – L5” is based on five levels (L): (L1) Building a database; (L2) Derivation of algorithms; (L3) Initial approach selection; (L4) Review of the initial selection; (L5) Using experiences for future deci-sions. In practice it turns out that complex projects – like Digital Twins-often fail. Modified decision models for selecting suitable approaches should therefore take the following as-pects into account: (a) decision-makers are actively supported in the initial decision phase; (b) initial decisions once made are checked in the early phase of the project and corrected if necessary; (c) the lessons learned are recorded in the database as empirical value and used for future decisions.