“A goal without a plan is just a wish.”
Antoine de Saint-Exupéry
Projects mean change.
This can be triggered by a wide variety of factors:
The business is expanding, the organisational structure is expected to change, a relevant IT system is outdated, there are new regulatory requirements, the market has changed …
Whatever causes the change and therefore the project requirements, the first steps are: inventory, analysis and evaluation.
As part of our PM Consulting, we support you and your team in your operations – from the planning of the project through the incorporation of professional and technical requirements, the analysis and redesign of your business processes via the system and partner evaluation (Request for Proposal/ RfP) – through all causal (waterfall) or agile project phases up until its successful implementation.
The processes within a company are among the most critical business leverage factors in dealing with resources. A close look at the actual business processes is thus the first essential step towards continuous improvement.
Using common methodology tools (e.g. SIPOC matrix, value stream analysis and information structure analysis, etc. in individual interviews and group workshops), we support you in capturing and analysing your business processes. Together with the parties involved in the process, we identify the optimisation potentials with regard to the specific planned change and develop the desired processes with you.
Based on your preference regarding the type of process documentation (BPMN in a professional process management tool; in individual process steps in the requirements management system; as a flow diagram in Visio; as a rough graphical representation in PowerPoint; or in prosaic descriptions), we focus entirely on the regulatory and company-specific requirements relevant to your business, your wishes and needs, and the project-specific requirements.
A well-planned and implemented identification of requirements is the most important first step in the development of new business-relevant processes. This applies to the introduction, replacement or further development of IT systems just the same as the development of a new product or changes to business processes and organisational structures.
The challenge in requirement management is to consider and reconcile the multitude of wishes and needs of different people and business sectors. Only targeted analysis of the requirements leads to a meaningful and comprehensible structure.
In this context, the allocation of individual requirements to the relevant business processes and steps plays a decisive role.
Together with the parties involved in the process, we scrutinise the individual requirements and classify them in accordance with their relevance and priority with regard to the overall goal. This way, superfluous and extravagant customer requirements are excluded right from the beginning.
A complete, transparent and comprehensible documentation of the requirements prevents misunderstandings and incorrect implementation. We support you in the creation of requirements documents, such as the functional specification or product specifications, as well as in the construction of a product backlog with epics and user stories. We do this independently of the system, but we are familiar with common tools such as JIRA, Confluence, HPAlm, Sharepoint, etc.
The acquisition of a new IT system is in many ways a major investment for a company: in addition to the initial project costs for the design, implementation, testing, and rollout, as well as acquisition costs for software licenses and hardware, data must be migrated, interfaces rebuilt or newly built, users trained, and business processes adapted. The necessary know-how for the operation must be built up, and all of that during ongoing business operations and with uninterrupted transition.
It is therefore all the more important to select the new system and/or the new service provider based on comprehensive criteria. Offers must be comparable in order to create a basis for decision-making for the key personnel.
But the purely economic considerations (initial investment and implementation costs as well as operating costs over a longer period of time) are not the only important factor. Also relevant are the qualitative considerations, such as the strengths and weaknesses index of the software itself, the manufacturer and implementation partner, integration of the new software into the existing system landscape, coverage ratio of individual requirements by the system standard and user acceptance.
We support you throughout the entire selection process with our standardized system and supplier evaluation:
- Definition of selection and evaluation criteria and weighting
- Evaluation of potential software manufacturers and/or implementation partners based on the selection criteria (long list)
- Preparation of tender documents (Request for Proposal/RfP: Information on the tender, functional and technical requirements, quantity structures, structured questions concerning the supplier, etc.)
- Functional, technical, economic, and subjective evaluation of the submitted offers according to the agreed criteria
- Preparation, coordination and evaluation of the shortlist round (presentations about the service offerings, demo versions, user assessment, reference customer interviews)
- Continuous, transparent documentation of the results (milestone reports)
- Preparation of a well-founded recommendation as a decision proposal
- Support with the contract negotiations
transfer to your project team