IT project management: external, experienced, on your side.
IT project management on the client side, for ERP implementations, software projects and initiatives that have gone off track. We steer vendors and budget until it ships, then hand over to your team.
On your side
We sell no licences and represent your interests towards implementation partners and system integrators.
Technical background
We build software ourselves and judge estimates, proposals and architecture on substance.
Clearly time-boxed
A defined mandate with a defined end and a handover to your organisation.
Why IT projects fail and what we do differently.
-
Nobody manages the vendor
The implementation partner supplies a project manager, and that person represents the partner. On the client side, the counterpart who challenges estimates is missing.
More on this
We sit on your side of the table: reviewing estimates, negotiating change requests, holding people to dates. We hold no partner contracts with SAP, Microsoft or agencies, so no recommendation of ours earns a commission.
-
Requirements stay vague
Many projects start with an idea and without a specification. Every open question comes back later as a change request, with a price tag.
More on this
We capture processes with your departments, separate must from can, and write requirements so developers can build them and management can read them. The sharper the scope before signing, the shorter the change-order list afterwards.
-
The lead role runs on the side
In-house, someone takes on the project lead while their actual job continues. Decisions pile up and the project starts pacing itself.
More on this
We take the role at a capacity that fits the project, often 1–3 days per week. That covers scheduling, the steering committee and reporting to management. An external IT project lead can also cover a vacancy for a limited time.
-
No technical counterpart
Nobody in-house can judge architecture decisions or effort estimates. Then the vendor is always right.
More on this
We build software ourselves, read code and assess architecture from practice. Whether we work agile, classic or hybrid follows the project. Reporting happens at milestones, and we make ourselves redundant on schedule.
Where we take the lead.
ERP project management
Implementing SAP or Business Central: requirements, partner management, go-live and hypercare.
DetailsERP vendor selection
Requirements, market screening, scripted demos and contract negotiation, vendor-neutral and without commissions.
DetailsBusiness Central consulting
Reviewing partner quotes, scope and architecture independently before you sign.
DetailsSoftware project management
Steering your in-house team or an external agency: backlog, quality, budget and dates.
DetailsInterim management
Vacancy or a project off track: step in fast, stabilise, hand over in good order.
DetailsProject off track or leadership seat empty?
Briefly describe your situation. Within days you get an assessment and a binding answer on availability.
How we get started.
First call
We clarify the initiative, its status and the bottleneck, then say whether we fit.
Quick review
A look at plans, contracts and actual progress. The result is a clear position.
Proposal with role and scope
Capacity in days per week, duration and goals, costed by line item.
Steering and handover
We run the project and hand it to an onboarded successor.
Frequently asked questions about IT project management.
What does external IT project management cost?
We bill by daily rate and actual capacity, and often 1–3 days per week are enough. After the first call you receive a proposal with role, scope and duration.
Do you work on site or remotely?
Both. Workshops, steering committees and go-live phases work better on site, in Saxony (Dresden, Leipzig, Chemnitz) in any case. Day-to-day steering by an IT project manager works well remotely.
How quickly are you available?
For interim assignments and project reviews typically within days to a few weeks. Ask us and you get a binding answer on availability right away.
Agile or classic: which do you use?
Whatever fits the project. Software development usually runs agile with Scrum or Kanban, ERP implementations hybrid with clear phases. What matters is that responsibilities, progress and risks stay visible.
Do you also take over projects in trouble?
Yes, that is a core case of our interim management. We start with a review, stabilise the critical points and bring the project back into a manageable state.
What is the difference between project management and interim management?
Project management relates to one initiative, such as an ERP implementation. An interim IT project manager also fills a vacant role for a limited time, including leadership and handover to a successor.
Your project deserves a head that delivers.
Describe your initiative or the current project status. You get an assessment of where it is stuck and in which role we would help.
Request project management.
Briefly describe project, status and timeline. We come back with an assessment of role, capacity and availability.
We usually reply within 24 hours.
Remote and on site in Germany, Austria and Switzerland. International projects on request.