Our project governance
Open communication and clear decision hierarchies
In the decision of which project management method to use, we do not follow trends but rather focus on the task at hand.
Our toolkit is filled for all tasks.
If the desire for the project outcome is the father of the solution, we propose an agile model. An agile model provides developers with the creative freedom to deliver an optimal result.
However, this agile method does not necessarily have to be the only approach. For example, the new software can be developed agilely, but the implementation can then be done in a traditional manner. Especially when users already have experience with this method.
Decisions are made collaboratively with stakeholders.
How to succeed in Project Start
Many mistakes occur right at the beginning of a project. These can subsequently lead to massive project crises. In addition to selecting team members who are overwhelmed by the task, unclear goals, and overly optimistic scheduling, misunderstandings about project content are among the most significant stumbling blocks.
Our training as business informaticians, combined with years of project experience at the interface between the client and the developers, has sharpened our perception of the actual needs of the client.
If necessary, we optimize the knowledge of the participants through pre-training sessions. Of course, we also take into account the quantitative resources. We ensure that each team member is not deployed in more than three projects simultaneously. This keeps the budget and time within the scope of the planning, ensures quality, and maintains a positive team atmosphere.
Sovereign through project programs and portfolios
We assemble project programs and portfolios for the company based on the principle of value. In programs, we evaluate the interdependence of individual projects as well as the overall complexity of the program.
Portfolios for external clients are specifically compiled based on the monetary benefits for the company and the interdependence of projects. Project risk is compared to this. Contribution to profit takes precedence over subjective importance ratings.
In contrast, for internal projects in the project portfolio, resource burdens are compared to the contribution to the company's success. Evaluation is carried out using Key Performance Indicators, similar to external projects.
The methods employed in the individual projects of the programs and portfolios are solely based on content requirements.
Project teams are primarily assembled based on the required competencies. If necessary in the technical or social domain, compact training sessions are conducted before the start.
Before commencing with the programs and/or portfolios, we, along with the client, choose the optimal form of communication. Simple yet effective, consisting of a meaningful mix of physical meetings and digital communication channels.
Neutral project controlling creates security
As external project coaches, we focus solely on facts in project control, independent of traditions and hierarchies within the company. However, we not only rely on numerical data but also support the project manager with our expertise at the strategic level of projects.
Cherished tools are not always the most efficient and effective. While the Function-Point method has proven itself in traditional project management, we recommend a playful cost planning approach with Story Points for agile projects.
IT innovation management
Playfully to new ideas - with the "Digital Innovation Game"
The "Digital Innovation Game" playfully leads to new products/service offerings or digital business models. It is based on the gamification method, in the form of competitive team play.
