Companies have to accomplish two competing but concurrent demands: the necessity to maintain day-to-day business and to further develop the company and its operations with regard to long-term survivability and competitiveness. The latter is usually realised through projects. The influence of projects on the realising company is lasting. Particularly large-scale real investments modify existing company structures in a complex way by their subsequent integration in the entity after the project development and implementation phases. Consequently, the harmonisation of project activities and the prevalent conditions and requirements in a company is of vital importance. It is a prerequisite to make sure that the project outcome can be incorporated in the company without difficulties and that it can be optimally used in the project-related altered business operations. The objective thesis is based on general considerations regarding corporate management as well as the management of (investment) projects. An emphasis is put on the concept of Generic Management, the characteristics of large-scale real investment projects and the reflection of selected project management standards. For the basic understanding of the interactions between a company and pursued projects, the interdependencies arsing during project activities with regard to the overall corporate context and with a focus on corporate processes are illustrated. As a superior guideline for the considerations, the approaches of Generic Management are applied. The decisive question is how occurring interactions company vs. project can be managed systematically. In this regard, a management approach is presented, which as a central point of the thesis supports the structured handling of the boundary points between a company and the project management for large-scale real investments at the interface of these two systems. Based on a cybernetic model, the approach enables a topic centred and process-related systematic analysis and control of large-scale real investment projects in the context of the company carrying out the project. For the harmonisation of project and company three relevant perspectives are defined, for which concrete proceedings are discussed. The ambition lies in aligning projects with the corporate objectives and requirements from the beginning and in making transparent, on which areas a special focus has to be placed in order to ensure a long-term successful project realisation. Referring to the practical handling of the developed approach, its implementation and maintenance as well as the necessary preconditions are discussed. Main issues are an adequate positioning of the proceedings in relation to project management approaches as well as time-related with reference to the project life cycle. In terms of further development and improvement, mechanisms for knowledge management and for monitoring effectiveness are pointed out. The applicability of the developed model in practice is illustrated by ex-post analyses of actual large-scale investments in the field of energy and electricity supply, respectively. Conclusive, beneficial aspects of the approach on behalf of the company carrying out the project as well as on project side are described.