Successful project management.

IT projects often begin with unclear objectives and conflicting expectations. Project planning is frequently incomplete and fails to adequately consider the availability of necessary resources. Dependencies between various factors are not properly identified. Nevertheless, activities commence based on these insufficient plans.

Shortly after project kickoff, delays occur and expectations begin to change. What’s missing is a consistent and honest project management approach that identifies weaknesses early and communicates them proactively.
As a result, the implementation is at risk — in terms of time, scope, and cost.

Challenges

60-70%
of all IT projects are considered unsuccessful

19%
of IT projects are ultimately abandoned before completion

50%
of all IT projects exceed time and budget

"Successful project management"

1. A client has expanded through company acquisitions.
2. The IT landscape is fragmented: different tools are used for essentially the same processes. This also applies to the various time tracking systems currently in use.
3. The company management has a clear desire to initially replace seven different time recording systems with a state-of-the-art cloud application with a direct connection to the central ERP. However, the respective decentralized units have little interest in switching to a new tool.
4. Preparatory work must be carried out in terms of content. Definitions must be harmonized, and the procedure for operating the new time recording system must also be harmonized. New interfaces must be defined and implemented.
5. A project plan is required that defines what needs to be done by when for the various participants in the different units. The objectives must be clearly defined and the expected results on the timeline.

Solution approach

1. Ensuring compliance with planned costs and deadlines through practical support, transparent planning and systematic and disciplined project management.
2. Formulation of the overall project objective with the customer. The overall project is broken down into sub-projects, which serve as measurable interim results of the project.
3. Transparent assignment of the necessary activities to the respective responsible parties. Coordination of activities and agreement of a binding schedule. Definition of a critical success path. Formulation of milestones whose progress is systematically measured. Recording, formulating and communicating any circumstances that could jeopardise the project or the schedule. Timely development of countermeasures and possible solutions.
4. Systematic documentation of the project status. Necessary decisions are addressed in regular meetings at various levels. Utilisation of ongoing project team meetings, weekly status meetings and regular meetings of the steering committee for coordination purposes.
5. Involvement of employees in the development of the solution. Owners and key users are selected for the new system. The new time recording system is tested end-to-end and approved before going live.