In order to enhance the efficiency in production plants and to improve the internal standards as well as to encourage changes, investment projects are implemented by companies. In most organizations various projects are carried out simultaneously, which leads to situations of multi-projects. Such multi-project-situations require specific attention in terms of supervision. This is why a multi-project management is usually introduced. Within the framework of this thesis, the project management of the Evonik Fibres GmbH, which is an affiliated company of the Evonik Industries AG, is examined and rated. The engineering department of the Evonik Fibres GmbH has the duty to finish as many projects as possible with the given resources at the facilities Lenzing and Schörfling. The project number, which should be dealt with, tendentially increases – also due to the responsibility of another facility from 2023 on. Currently 30 projects are annually handled with an overall investment of 8 million euro. As a result of the increasing project number, an analysis of the current situation and a development of the internal standards are of interest for the implementation of a multi-project management. The theoretical part focuses on common literature on project management as well as multi project management. Within this part of the thesis definitions, the organizational set up and procedure, current trends and boundaries between project management and multi project management are addressed. Within the Evonik group, which represents a big global player in the area of specialty chemicals, standards and internal guidelines of the Evonik Industries AG exist. These have to be accepted by the Evonik Fibres GmbH for the project execution. In binding technical documents the project structure with the responsible project participants of project manager, project responsible and project director is defined as well as the project workflow from study till detail engineering & procurement is described in detail. With regard to duration and the invested sum typical projects of the Evonik Fibres GmbH are introduced and analysed in the next part. The projects are compared and additionally with regards to literature and the internal guidelines of the Evonik Fibres AG as well as to their observance. As a foundation of this project comparison, recognized weak points are mentioned and recommendations for action are derived. Within these recommendations aspects such as an optimization in the area of documentation, controlling and a possible certification of the project management system for the current situation of the project management at the Evonik Fibres GmbH are mentioned. In particular, necessary adaptions for the project set up and the project execution within the Evonik Fibres GmbH are outlined in order to achieve the introduction of a multi project management with the positive effects of such a system.