Management
Operations
At the project management office (PMO)
and with our interim management we are
supporting our clients to implement
their projects successfully.
Many companies ask themselves how to implement their strategy and well designed plans.
With our consulting experience and our entrepreneurial attitude, we are the ideal partner for implementing your projects.
Being part of your operations, our team will be onsight working pragmatic and focussed on the deliverables. It is thereby very important for us to take your employees along.
Besides leading or supporting the project management office (PMO), we will also help you in your daily operations.
If you cannot find the right manager in time, our consultants will function as an interim manager.
Through our cooperation and integration of startups and partner companies, we can also deliver technical solutions for the developed concepts and offer you further support for your operations.
BUSINESS CASE
Dr. Christian Schwarzkopf
Partner
For a large chemical company we have developed pragmatic knowledge management (KM) systems in various units, in order to increase the efficiency and effectiveness of business processes and daily work life. Some steps included...
- Business process analysis
- KM analysis & mapping
- KM designing, knowledge &
IT structure setup - Testing
- Implementation planning
- ...
Our client was asking for more effectiveness & efficiency through a new knowledge management approach.
Despite the many initiatives and projects running globally in various directions of Enterprise 2.0 and KM, the department needed a new solution for its teams immediately. The idea was first to create a system that helps directly the unit, while being aligned with potential corporate changes. It was also intended as a pilot and role model for the whole company. The client wanted to reuse the data from completed projects, transform knowledge from experienced to young employees as well as speed processes. The goal was to become more efficient and effective in the project operations. Regular fluctuation of employees as well as different cultures from sub-units and acquired companies was an extra challenge. The same kind of project was/ is demanded by other units, which are challenged by similar tasks.
The case was a good example that before a company can roll-out Enterprise 2.0 solutions or implement new KM, a top-down strategy needs to be combined with bottom-up projects in important business units. Thus the individual demand can be integrated in the overall strategy, creating a feasible and well accepted concept, which is partially already in use.