The easiest way to describe Realisation Management is by distinguishing it from Project Management.

Project Mangement contains monitoring schedule and budget, drawing up of project plans, informing the steering committee, prioritizing of project parts, presentation as well as leading the project.

So the Project Manager is the bridge between the project and the steering committee. Via this bridge the following questions get answered: "What should happen? What is the framework?".

Realisation Management contains the analysis of the business processes, the coordination of requirements and their evaluation reagarding realisation, IT-conception, presentation to provide solutions as well as the support in problem solving.

So the Realisation Manager is the bridge between business divisions and IT. Via this bridge the following questions get answered: "How should it happen? Which alternatives do exist?".

On one side, in many cases a Project Manager may underperform in Realisation Management. On the other side, the implicit expectation is that he will perform, but actually he does not fulfill all requirements to do so. Some kind of project is so complex, that a project manager simply does not have the time to perform both functions. But especially in projects for trading and supply chain management the Realisation Management is as complex as the Project Management itself - and in most cases the decisive critical factor! The consequences of an underperformance in Realisation Management are

• increased investment of ressources
• considerable project delay
• failure of the project

Forcing realisation is based on a deep understanding of the relevant businesses. Inspiration for alternatives only results from expierence. A balanced decision results from a neutral position.