Description

At the beginning of a project there is the project idea, which we record with reasonable effort in an initial project description, so that a valid decision can be made about the follow-up of the idea and a possible project essay. Among other things, it provides an initial rough description of the project goals as well as opportunities and risks and examines whether an investment of time and effort in the project is worthwhile.

Order analysis

Here we clarify the initial situation and objectives of the project, its strategic relevance and questions that still need to be clarified.

Project environment analysis

Through the project environment analysis, we consider and evaluate the direct or indirect influences as well as factual and social influencing factors (stakeholders).

Stakeholder analysis

Due to their importance for the success of the project, the stakeholders identified in the project environment analysis are examined more closely and the further handling of them is determined.

Goal definition

The objectives provide information about the requirements and expectations of the project as well as ultimately the degree of fulfillment of the project results. Clearly defined goals also contribute to a uniform understanding of expectations along uniform, easily assessable targets.

Phase plan and milestones

An initial rough planning of the main activities along the project phases is carried out, stating the estimated duration, effort and corresponding milestones.

Project Organization (Organization Chart)

The project positions are defined and, according to the project requirements, either integrated into the core organization or separated from it by an autonomous project organization.

Rough planning

As a result of the previous activities, we create an initial rough plan of the project – even before the actual planning phase. In addition to the influencing factors, goals, stakeholders and measures determined so far, risk factors and an initial deadline and cost estimate are also presented. They serve you – as the client – as a basis for deciding on the final planning and implementation of the project.

Structure

The tasks and work content arising in the project are brought into logical relationships in the work breakdown structure and divided and structured into sub-projects, subtasks and work packages. In this way, we make the project subject matter transparent in its entirety and divide the project into separate and manageable units, which can be planned, budgeted, checked and controlled.

Scheduling

We bring the work packages and milestones defined in the structure planning into a chronological sequence in order to then schedule them in iterative coordination with resource and cost planning.

Resources

The need for resources is determined and assigned to the work packages. The work packages should be planned in such a way that, despite scarce and only conditionally available resources, the shortest possible project duration can be achieved while at the same time continuously utilizing the resources.

Cost

Cost planning provides the planned cost development over the entire duration of the project and is the prerequisite for commercial project controlling. The costs result from the activities described in the work packages and, together with resource and scheduling, form the basis for planning project financing.

Risks

With increasing project planning, risks can now also be identified more and more clearly. These must be taken into account in an appropriate manner in the planning. In particular, this involves the measures to be chosen, the costs to be considered and the design of risk monitoring in the further course.

Project management

With project management, we ensure the planned implementation of the project, the regular monitoring of the activities and, if necessary, ensure that the original planning is adapted or improved accordingly. Essentially, project management can be described in four recurring steps:
Recording of the actual state – comparison with the planned state – analysis of the deviation – initiation of appropriate corrective measures.

Information and reporting

An essential prerequisite for project management is a functioning information and reporting system for the project. In this way, we ensure that all relevant information is available to those who need it on time and completely. Examples include regular status reports, meetings and minutes, information events, etc.

After successful project implementation, we hand over the project result to you, as our client. On the basis of the goal definition and project planning, we carry out a project evaluation and document it in the final project report, which can be presented at a final project meeting.
In addition, we would like to keep the lessons learned from the project and the know-how transfer available and usable for future projects.
With an appropriate appreciation of the performance of all project participants, the project team will be dissolved and the project is terminated.

Document management

Systematic compilation and maintenance of information about the project result as well as the entire project process (project work). Through a well organized project folder structure that can be used as intuitively as possible, every document for every question should be able to be made available promptly with reasonable effort.

Risk management

In order to identify and avert possible dangers to the course of the project and the desired project success at an early stage, we deal with potential risks and their probability and scope at an early stage by installing a professional risk management system at the beginning of the project and regularly actively shaping it up to the last project phase and, if necessary, deriving measures from it.
The risk status is regularly communicated via project reporting and made transparent for all project participants.

Quality

Our quality management focuses on the project results as well as the necessary project processes.
Optimally aligned communication structures, a high level of employee and team motivation, compliance with norms and standards while at the same time taking into account individual characteristics, professional framework conditions as well as the transparent documentation of project work and results are essential elements by which we measure the project work and ourselves.

Change management

Changes are part of everyday project life. Through change request management, we ensure that changes to project processes or goals are communicated and documented in such a way that they are fully taken into account in the further implementation of the project and that there is no doubt about the service provided at the time of project acceptance.
To this end, we take into account the consequences for costs, deadlines and the further feasibility of the project in coordination with the steering committees, communicate the changes to all project participants and adapt the relevant project documents according to the changes to be made.

Team building and development

In addition to availability, important criteria for team composition for us are the ability to work in a team, professional competence and acceptance within the team.
The tasks, powers and responsibilities of each team member are determined in advance.
In addition, we work together as a team to develop rules for cooperation but also for interaction with the project environment. We want to make sure that everyone in the team has the same understanding of the project and goals and the same level of information at every stage of the project. We ensure a purposeful and regular feedback culture and create the space for a constructive culture of debate to promote team development and performance.

Communication

Communication plays a major role in the success of a project. A high level of expertise alone will not lead to project success if there is no interaction between the project staff. It is also important to know that communication never only takes place on the factual level but always on the relationship level and can be meant or understood differently in each case.
We take this awareness into account in our project work through appreciative interaction with each other, regular communication, active listening and feedback discussions.

Project Marketing

Projects are extraordinary undertakings and can disrupt the normal course of the company and cause resistance. This is where we can convince others about your project. More information of the project can be provided and acceptance among those affected can be increased. We can achieve this through appropriately used communication measures such as events, presentations, press articles or homepage content.

Management

Our understanding of leadership is characterized by respect and recognition of the performance of each individual in his or her field. Our aim is to treat and deploy every project member in such a way that he or she can optimally contribute his or her performance to the project and feel maximally motivated.
In addition, we would like to create appropriate framework conditions such as a reliably functioning project organization, fair cooperation and an open working atmosphere that help the project team and ultimately the project to achieve optimal results.
Empowerment through trust, feedback for orientation and coaching as support characterize our leadership behavior in project work.Motivation

The project team members are motivated when they perceive the task as exciting and challenging. Among other things, we can achieve this by creating an appropriate sense of achievement, assigning interesting tasks and responsibilities or by recognizing the achievements shown. 

A well-functioning project organization and a generally collegial working atmosphere form the optimal framework conditions for this. Decisive for this is, among other things, the understanding of leadership of the project management but also of the entire company organization.

Conflicts and crises

Conflicts are not extraordinary phenomena in the day-to-day implementation of projects. The decisive factor for their negative impact potential, up to and including escalation into crises, is how they are handled. As a preventive measure, conflict potentials can be reduced by sufficiently informative and appreciative communication between all project participants. 

In addition, conflict signals should be closely monitored during the course of the project and openly named at an early stage in order to look for solutions together with the conflict partners. This can be achieved or supplemented, for example, through appropriate feedback rounds, team development measures or, in individual cases, through coaching or mediation.

Problem solving

Projects are often unscheduled and new. They demand innovative solutions. Using certain creativity techniques, we work with you to develop ideas for problem solving and integrate them into the further course of the project.