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. | |
Key words |
|
Typical methods |
|
Executive Interim Management | |
Interim managers have experience in achieving short-term and effective successes. The focus of interim management is on implementing solutions for sustainable change, transformation, turnaround management, restructuring, growth, value enhancement programs, or crisis management. | |
Key words |
|
Typical methods |
|
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". 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 |
|
Typical methods |
|
IT-Strategy | |
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 |
|
Typical methods |
|
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. | |
Key words |
|
Typical methods |
|
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 |
|
Typical methods |
|
Mergers & Acquisitions | |
According to a Harvard Business Review report, between 70 and 90% of M&A projects fail. One of the reasons is the neglect of a proper IT integration strategy for mergers and acquisitions—an essential step for any business to ensure a flawless transition. IT Technology is a critical element of any merger or acquisition —and one of the most daunting. We help you avoid risks and transform this challenge into a significant source of deal value and competitive advantage. Here a generalist understanding of all areas: IT, Processes, Legal/Contracts, Strategy and Change-Management comes handy. With a wide background of experience, we support you in all major phases like M&A strategy, Due Diligence, Signing2Closing / Post-signature Preparations, Day 1, Post-Integration or Transitions. | |
Key words |
|
Typical methods |
|
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. To recover such projects is a huge task, as a lot of peopel fear to loos its face. | |
Key words |
|
Typical methods |
|
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 |
|
Typical methods |
|