Your Projects
Business processes are core competence and hallmark of a company. Lean processes, cooperation across divisions and well-motivated staff will allow the full creative potential to unfold. Maintaining and promoting business processes requires recurring projects to ensure continuous improvement and adaptation to ever changing requirements. We help you focus your energy on customers – because we know what we are talking about. And because we listen.
COOPERATION
A “silo mentality” is a hindrance for profit or modernisation. You want well-coordinated, interdisciplinary cooperation.
CREATIVITY
You want to create more room for innovation in your processes: agile, adaptive procedures, out-of-the-box thinking and a fresh breeze in modern structures.
FLEXIBILITY
The processes have become more and more rigid and slow. It is becoming increasingly difficult to respond adequately to rapidly changing requirements.
EFFECTIVENESS
You want better performance and quality and a clear focus on customer requirements.
TRANSPARENCY
The current process scenery is not consistently documented and does not make best use of the advantages of IT.
EFFICIENCY
Inefficient, over-defined or unstable processes endanger success in business.
COMMUNICATION
Storing redundant data or media breaks stand in the way of effective coordination and fast decisions.
CASE STUDIES
The introduction of a PM standard for customer projects led to clearly defined responsibilities and interdisciplinary team work with reduced losses in quality or through friction. This was achieved through the dynamic and flexible PM standard PRINCE2 as support tool, so that we could realise an increase in orders for plant construction.
The adoption of a project system across all areas meant that interdisciplinary team work became alive. This led to enhanced customer orientation.
For the small site they created a slimline PM concept with compact guide and a project cockpit which was successfully adopted into the regular routine operations. We could thus reduce losses through friction in project work and further enhance quality. It shifted the perception of PM to acceptance locally and beyond.
The self-organising teams that were created led to enhanced transparency in the team. This enabled staff to better prioritise projects and tasks and to work more creatively within the security of the set parameters.
Project management in the post-Corona era
I don’t know how you feel, but from my point of view, project management had already changed significantly before Corona. However, in retrospect, we have to ask ourselves whether changes in project management should not have been even more substantial. For example, the adjustments were mainly related to methodologies and tools for project management, more …
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New perception of time in projects
Looking at how work was organized by past generations in an industrial context, employees or workers often worked in the same company for a lifetime, working hours were strictly regulated and followed the rhythm of the time clock, which had to be operated when entering and leaving the company. Working hours were interrupted by breaks, …
What is the difference between Agile Master, Scrum Master and Agile Coach?
In the context of agile methods, many companies stumble over the terms “agile master,” “agile coach” or “scrum master. Behind the different terms are a variety of tasks, expectations, and compensation models. In this article, we will introduce you to the individual agile roles and compare their activities in the agile environment. The best-known and …
Continue reading “What is the difference between Agile Master, Scrum Master and Agile Coach?”