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UdZ 02.21 / 67 plan und weitreichende Informationen über das Projektmanagement. sct Literatur Arashpour, M.; Abbasi, B.; Arashpour, M.; Reza Hosseini, M.; Yang, R.: Integrated management of on-site, coordination and off-site un- certainty: Theorizing risk analysis within a hybrid project setting. In: International Journal of Project Management 35 (2017)4, S. 647–655. DOI: 10.1016/j.ijproman.2017.02.016. Bahr, I.: Nutzerstudie 2018: Wie Projektmanagement-Software in Deutschland genutzt wird. Capterra online, 26.11.2018. https:// www.capterra.com.de/blog/407/nutzerstudie-wie-wird-projektma- nagement-software-in-deutschland-genutzt (Link zuletzt geprüft: 14.07.2021) Balser, T.; Kasperczyk, S.: Mensch, Methodik, Software und Organisation im Gleichgewicht. Projektmagazin online, zuletzt ak- tualisiert am 21.09.2008. https://www.projektmagazin.de/artikel/ mensch-methodik-software-und-organisation-im-gleichgewicht_7131 (Link zuletzt geprüft: 14.07.2021) Hastie, S.; Wojewoda, S.: Standish Group 2015 Chaos Report – Q&A with Jennifer Lynch. Infoq online, 04.10.2015. https://www.infoq.com/ articles/standish-chaos-2015/ (Link zuletzt geprüft: 14.07.2021) revealed that the most common PMSs can already meet the requirements of SMEs today. What is needed, therefore, is a low-effort implementation and concrete measures for the successful implementation of established PMS in SMEs. Thesemeasures are provided by a guide (Figure 3, p. 66), which is generated after the self-check and made available for download as a PDF. The core element here is the implementation roadmap. Basedon the answers and the selectedPMS, this roadmap shows which of the company’s requirements are met by the PMS and which are not. In addition, the roadmap lists concrete measures for successful implementation and also shows which necessary requirements the company already fulfills. The subsequent methodological explanation of the PMS supports the procedure by defining necessary roles and processes and naming the tools under consideration. Subsequently, an overview of different project types provides companies with information on the aspects that are important for project management: Portfolio management, resource management, prioritization of tasks, budget planning and risk management. In addition to a brief description of the activities in these areas, concrete methods for carrying out these activities are provided. The self-check thus offers SMEs in the mechanical and plant engineering sector in particular the opportunity to analyze their project management and select a suitable PMS. The guide provides an individual action plan and far-reaching information about project management. sct Maximilian Schacht, M.Sc. Project Manager Service Management FIR e. V. at RWTH Aachen University Phone: +49 241 47705-207 Email: Maximilian.Schacht@fir.rwth-aachen.de Project title: FuturePRO Funding/Promoters: Bundesministerium für Wirtschaft und Energie (BMWi); Arbeitsgemeinschaft industrieller Forschungsvereinigungen „Otto von Guericke“ e. V. (AiF) Funding no.: 20578 N Project Partner: ICM – Institut Chemnitzer Maschinen- und Anlagenbau e. V. Website: futurepro.fir.de The IGF -Project 20578 N of the FIR e. V. at RWTH Aachen University was funded by the German Federal Ministry for Economic Affairs and Energy via the AiF as part of the program for the promotion of joint industrial research (IGF) on the basis of a resolution passed by the German Bundestag .