"Successful entrepreneurs don't need a summa cum laude degree, they need implicit knowledge."
I have experience with the implementation of projects in the business areas: E-commerce, enterprise resource planning, financial transactions, CRM, ERP, cashiering, backup and security solutions, IT infrastructures (RZ).
Programmers are rarely bad, they just code the wrong thing. Digitalizing nothing is not an alternative today.
Let's define the strategic means of your journey into the digital age:
- Business strategy
- Digitalization strategy
Create a vision you can work towards with your digitalization projects. Communicate the vision with stories of customers and employees and set a basis for a functioning organization by deriving a sustainable business model.
Together we develop new value propositions that promise the customer continuous progress over the next few years. We review the use of new technologies for the business, plan and prioritize the resulting measures.
Creation or review of your IT strategy in the context of your new digitalization strategy, with the aim of strategically managing the development of internal knowledge and effectively exploiting the opportunities of new technologies with the use of partners.
"Agile, cross-functional, with a flat hierarchy - this is how companies organise themselves in the digital age!"
You have a strategy and know where you want to go. You also know what the digital journey of your business looks like. All you need to know now is how to develop a sustainable business from it.
In a concept, submitted with organizational models and processes, we create the system overview and the user stories in joint steps.
Together, we develop organizational models that strengthen the capabilities of your employees with the support of new technologies. With the aim of developing the competence of the company in terms of the strategic mission.
Yes, we should create diagrams together and keep them as clear as possible. These provide a good foundation for the user stories and the system boundaries.
Together we examine your processes and describe the individual user stories with simple and clear descriptions. In this way, we focus on the important information and maintain an overview.
From the user stories, the processes, and the structural organization, we derive the departmental boundaries. These are important findings for the appropriate system landscape. The goal is to increase the competence of the employees through the specialty of the system. Because every system has a technical specialty that makes it stand out on the market.
"An individually developed tool allows the woodpecker to find new food sources, build better nests and mark their territory."
If you want to bring an innovation to market that will have a lasting effect, you cannot avoid a custom design. But with conceptual tools alone, you'll be in hot water when it comes to development. In this case, write a clean specification.
The following are the most important components of my specifications. These components each describe only one view of the requirement. Correctly linked together, they provide a clear picture of the desired solution.
The central elements of my requirements specifications are the use cases. These are the detailed and structured user stories. They describe in straightforward language the individual steps (process) of a user with a system and what comes out afterward. The details of the interaction become concrete and can be linked to the business rules, the data structures, and the user interface.
Every company needs business rules and every employee applies several of them every day. They describe the rules(logic) according to which processes are selected. This information belongs in a separate chapter of the specification.
What data is created where, changed where, and transmitted where (structure)? I describe the data in business terms. How the fields are technically named or how many tables are needed for the system to work efficiently is definitely a matter for the software architects. The point of a requirements specification is that everyone involved understands what it is all about.
I often supplement the specification with design-free wireframes or mockups. Using these, the use cases described above can be played visually (UIX). The goal is not to create beautiful layouts, but usable ones. I rarely layout every screen, just enough so that the test persons can grasp the main flow.
"Our business model is the same as the Beatles. Guys with weaknesses that they compensated for each other."
You have a concept or even a detailed specification for an exciting project. This is a good prerequisite for successfully putting the plan into action.
A successful project needs the involvement of the steering committee, the right team, the right partners and an agile, independent and flexible project management .
Finding the right partner with the right system is crucial. Each provider has its own specialty that makes it stand out in the market. Your strategy, your concept, your existing infrastructure, and, if necessary, a specification provide me with valuable information to propose a suitable solution for your project.
I am not a Dogmatic, from Waterfall to Hermes and SaFe I have experienced every methodology. Each one has its advantages and disadvantages. I see these theories as collections of tools, where I can use the right tool in every situation. I have had excellent experiences with interdisciplinary and self-organized teams.
An independent project manager who masters all phases and methodologies of IT projects, is as strong in business management as in technology, can offer you more than just filling in the KPIs and project controlling templates. I actively manage risks in projects and can provide technical support to product owners, sub-project managers, requirements engineers, and designers.