function does not exist
Minimize Overlays
Portfolio Management
Consistent processes help increase IT effectiveness while driving clearer views of portfolio metrics.

An organization can only be successful in managing its business if it has control of its key IT processes.
Project Portfolio Management provides IT leadership with better insight into all the factors – organizational, financial and resource-related and customer satisfaction levels – that affect the performance and value of the portfolio.

Key words
  • Prioritzation of projects
  • Assure contingency
  • Flexiblity in Dsecisions
  • Inform responsible dep heads
  • Quality management
  • Unified PM and PMO methods
  • Strategic Business alignment (in regards to planning)
  • Strategic ressource planning
Typical methods
  • Monetary evaluation (e.g. NPV)
  • Strategic scoring
  • Multidimensional evaluation
  • Non-linear constraint optimization
  • Knowledge management
  • Ressource management
  • Risk management
  • Financial and other KPI's
function does not exist
Manage IT
Service Management
Service Management
IT Service Management (ITSM) is a process-based practice intended to align the delivery of information technology (IT) services with needs of the enterprise, emphasizing benefits to customers.
ITSM involves a paradigm shift from managing IT as stacks of individual components to focusing on the delivery of end-to-end services using best practice process models.

Key words
  • Area of conflict: IT as an asset or IT as strategic driver
  • Process driven IT (but ITIL gives only guidelines)
  • Budget adherence
  • Effective communication and same understanding (important during mergers, carve outs, outsourcing, etc.)
  • Risk identification and avoidence (e.g. continuity management)
Typical methods
  • ITLv3 and later
  • Combined with Cobit or other planning methods
  • Service Level Management (SLM) incl. SLA's or OLA's
  • Contract negotiations (outsourcing)
  • Customer requirements analysis
  • Product catalogue
  • Incident management an all other areas
  • IT Audits
  • Continous improvements
  • Capability management (CMMI)
function does not exist
IT Projects
Program Management
Project/Program Management
The concept of a project manager is no longer restricted to IT. Several years ago, system implementations were staffed with IT project managers and a business resource who had project and operational responsibilities. Business organizations are getting smarter as they begin to mirror the IT project management role to ensure successful implementations.

In this context you can see the discussions about agile PM Methods like SCRUM or -if you change it on Company Level- also very good: "Critical Chain".
But industrial or traditional PM Methods never will completely go away.

Also Virtualization and "Cloud" influencing PM Manager. Esp. Communication via Online Collaboration will be the de-facto standard, the reliance on distributed multi-national teams will grow.

So, international teams with disparsed project team will be or are already usual (at least in my projects).

Key words
  • Importance of personal style to get good relations to all involved parties (Empathie, Integrity, etc.)
  • High level management, communication on CxO level (depending on quality of project)
  • Strategic management and financial evaluation (Program management)
  • Personal ability to solve conflicts, Win-Win situations
  • Multi Tasking, organised person
  • Communication on all levels, ability to abstract, ability to negotiate
  • Combination of technical and business skills (e.g. legal aspects)
  • Good sense of possible risks and road blocks (e.g. ressource issues in matrix orga)
  • Cross company, cross department management (e.g. Supplier management)
  • Ability to combine PM methods (e.g. agile and traditional)
Typical methods
  • Mor traditional: Prince2, PMI, PMP, etc.
  • New agile: Critical Chain, Scrum, etc.
  • Program management on higher level or (company wide) Porfolio management
  • PMO (Project Management Office)
  • Reporting, financial monitoring (e.g. NPV)
  • Risk management methods
  • BSC (Balanced Score Cards)
function does not exist
Business Alignment
An IT strategy should cover all facets of technology management, including cost management, human capital management, hardware and software management, vendor management, risk management and all other considerations in the enterprise IT environment.

The process of IT Strategy is simplified with framework constituted of IT Service Management (ITIL), Enterprise Architecture Development (TOGAF) and Governance (COBIT). IT Strategy is modeled as vertical IT service applied to and supported by each horizontal layers of SOA architecture.

Executing an IT strategy requires strong IT leadership; the chief information officer (CIO) and chief technology officer (CTO) need to work closely with business, budget and legal departments as well as with other user groups within the organization.

Key words
  • IT Strategy as overall IT strategy or only partial for specific aspects (e.g. Portal strategy, Operations strategy)
  • Overall understanding of IT, but no deep technical knowledge needed
  • Derived from Company strategy, therefore necessarily embedded (e.g. Cobit = Business driver)
  • xx
Typical methods
  • Business Planning, Mission, Vision, ...
  • Cobit, TOGAF, Zachmann, etc.
  • ITILv3, BS1500, ISO20k, CMMI
  • Enterprise Architecture or related models (e.g. eTOM, SID, SOA)
  • Telco related aspects like OTT, BSS/OSS, FMC, Industry 3.0
  • Sourcing strategy
  • SSC (Shared Service Center) or other orga models
  • SWOT, PEST(L), CSF's, Value Chain, Porters 5 Forces, Balanced scorecard
  • Program management, PPM (Project portfolio management)
function does not exist
Changing IT & Orga
Org. Change Management
Theories about how organizations change draw on many disciplines, from psychology and behavioral science, through to engineering and systems thinking.

The underlying principle is that change does not happen in isolation – it impacts the whole organization (system) around it, and all the people touched by it.

A systematic approach to OCM (Organizational Change Management) is beneficial.
By formally setting expectations, employing tools to improve communication and proactively seeking ways to reduce misinformation, stakeholders are more likely to buy into a change initially and remain committed to the change throughout any discomfort associated with it.

Key words
  • Challenges of growth, especially motivated by technology (e.g. BYD, Mobility)
  • Changes in strategy, competitive pressures, including mergers and acquisitions or SSC build-up's (IT as an asset?)
  • Sponsorship buy-in abolutely mandatory
  • Change readiness to be evaluated
  • Execution has to be planned in detail, but "expect the unexpected"
  • Change Agents or Change Networks useful
Typical methods
  • Different change theories like Change Curve, Kotter's 8-Step, etc.
  • Mind maps, brainstorming, workshops, trainings, coaching
  • Impact analysis, gap analysis, different assesments
  • Communication plan, communication management, steakholder analysis
  • Resilience management and resistance prediction
  • Communication tools (Intranet, e-learning, social platforms)
  • Governance, BSC, metrics
  • Transition plan
function does not exist
Are you ready?
IT Governance
Improving IT governance is on the agenda of many organizations to improve the return from their IT investments, increase operational efficiencies, and reduce risk.

Organizations with robust IT governance mechanisms typically have a strong linkage between their business strategy and IT portfolio.

Executive involvement, performance measurement and accountability are the fundamental building blocks of a good governance system which in turn improves the anticipated ROI.

Key words
  • IT Governance Maturity Assessments in line with industry best practice frameworks such as COBIT
  • Implementing standardized IT governance structures and processes
    IT Demand and Portfolio Management to facilitate stronger business and IT alignment
  • Investment Governance to assess the current investment structure and processes, and to establish an IT Project Portfolio Performance Management Framework
  • PMO Set-Up and Optimization, including PMO maturity assessments, Sourcing Governance, encompassing Multi-Vendor Governance, Sourcing Performance Management (CMMI, PRINCE2, MSP)
  • IT Performance Management Services to design cascading scorecards in line with strategic objectives and our Performance Management Framework
Typical methods
  • ISO 38500
  • CobiT, TOGAF, Zachmann
  • ITIL, ISO27001/ISO27002, ISO20000, ...
  • Prince2, PMBOK, MSP, PMP
  • Risk management
function does not exist
Develop IT
Product Management
Product Management
Product Management is above all else a business function, focused on maximising business value from a product.
While involved with the entire product lifecycle, the product management's main focus is on driving new product development.
Differentiate those new products with USP (Unique Selling Points) is the number one driver of success and product profitability.

Depending on the company size and history, product management has a variety of functions and roles.

Product management often serves an inter-disciplinary role, bridging gaps within the company between teams of different expertise, most notably between engineering-oriented teams and commercially oriented teams.
Often it translates business objectives set for a product by Marketing or Sales into engineering requirements.

Key words
  • combination of business and technology
  • Telco specific knowledge like InApp-Billing, Eco-Systems, DSL, etc.
  • good communication skills
  • challenging situations
  • understanding of Sales, Marketing, Finance and Tech
Typical methods
  • Product vision
  • Mind maps, Innovation management
  • Business planning, Market, Pricing, Marketing, Legal, etc.
  • Requiremetns management, User stories
  • Go To Market
  • Sometimes Agile Project management
  • Product lifecycle management
function does not exist
Rescue Operations
Turnaround Management
(Rescue Operations)

Researches continuously show that companies have difficulty with information technology (IT) projects to complete on time, on budget or on quality. In fact many are cancelled before completion or not implemented.
Numbers range from 30% to 50% failing IT projets (see examplarily here: PMSolution research) where some 20-30% of them can be recovered.
The reasons are discussed widely.

To recover such projects is a huge task, as a lot of peopel fear to loos its face.
So, peopel's management is the most important ability a Turnaround manager need.
Also only an deep analysis can determine if a project is worth to recover.

Key words
  • Pragmatism needed
  • Huge people's skills
  • Management experience
  • Fast decision making
  • Tactic's driven, less strategic
  • Highest priority: Customer satisfaction
  • Looks forward never back
Typical methods
  • Strong Communication
  • Gap analysis (goals or product-requirements, financials, legal, etc.)
  • Strong decision making
  • 8ß/20 rule
  • Change Management
  • Strong risk management
  • Strong Claim Management Mitigation
  • Reporting, KPI's
function does not exist
Cost Cutting by BPO
IT Process Management
Major IT standards, such as CMMI and ITIL, are based on the desire to capture the blend of experience, skill and control required to make IT a success.
Together with Process Management (ITIL states how the IT Service Management processes should be designed, while Process Management supplies the methods to implement and continually improve the processes) they build the foundation to an efficient future oriented IT.

Main aspects
  • Good communication necessary
  • Management of complex systems process analysis, design, and simulation
  • Anticipation and planning for process integration opportunities
  • Understanding of Document/Content Management Systems
Typical methods
  • ITIL
  • Maturity models like CMMI
  • BPMN, Aris, Bonaparte, etc.
  • Process landscape
  • KGI (Key Goal Indicators)
  • KPI's (Key Performans Idicators)