IT project management
Methodical support at every stage, especially where internal IT staff are stretched thin.
Nowadays the average administrator can become the head of an important IT project overnight, so to speak. For small and medium-sized companies this is the rule rather than the exception – with the familiar result: day-to-day work eats the project time, and six months later nobody is to blame.
What we take on
Vendor selection. Gathering requirements, making offers comparable, evaluating them. For a booking platform in Berlin we assessed five ERP platforms against more than 180 requirements – three of them open source.
Project leadership. Planning, control, reporting, escalation. We work with whatever suits your organisation: phased, agile or mixed. Method is a means, not an end.
Handover into operations. The point where most projects fail. Documentation, training, responsibilities – until your team can actually run the solution.
Methodical background
PDCA, Lean, ITIL, ISO/IEC 20000, Six Sigma. We apply the method that fits the task and leave it aside where it only creates overhead. A project with four participants does not need a governance model with eight committees.
Typical undertakings
ERP implementation, cloud migration, connecting sites, replacing legacy systems, certification readiness, changing the virtualisation platform.
What you get
You keep the decisions, we take on the work behind them. And you get someone who pushes back when a status report has been polished – that is the real value of external project leadership.