Why are so many projects not finished in time, on budget and within quality standards? Why do projects fail; why are they sometimes perceived negatively? Why are people even afraid to participate in a project or take a responsible role?

Managing projects means managing people; people from different departments who are often thrown together for a considerable period of time. It is not uncommon that the needs of IT departments and business departments clash. 

As service providers, sandwiched in the middle, we can say with confidence: we can manage this.

How are we able to do this? Quite simply: we speak both languages.

We combine business and IT know-how. On the one hand, our consultants and project managers are able to understand the problems of each specific department and speak their language. On the other hand, we can assess what an IT department can implement under set conditions, such as time and budget. And then we arbitrate. Not every requirement of a specific department is of first priority. Every effort estimation of the IT department is not necessarily too high. Not every bug is a change request.

Over the years, our project managers have learned to deal with political situations, people and their fears and troubles. We can motivate teams and navigate them through troubled waters.

Our services do not end with project management. If necessary, we can assist our customers in project controlling and provide them with project assistants for tasks in the project office.

We have the ability to execute small (<5 team members), medium (<30 team members) and large-scale projects (> 30 team members), using customised procedural models and methods.