Today, companies and technologies are in a state of constant change and require stronger competencies in the management of change. Only IT organizations that orchestrate change excellently are well prepared for the challenges ahead. The selection of the right projects and their goals, the completion of the planned project results and, in particular, the phasing in and phasing out of the various IT service providers are becoming increasingly important for the success of a company.
- How to implement all necessary measures within the framework of the IT budget
- How can all planned project results be achieved in time, quality and budget?
- How can a smooth transition between different service providers be ensured?
- How can changes be optimally managed?
- Our consulting services – Why 4C?
How to implement all necessary measures within the framework of the IT budget
A fundamental question for many CIOs is how the existing IT budget and IT staff can be leveraged to be able to take the most promising actions.
Projects with the greatest added value for the business unit and the IT organization must come first in the project portfolio. To find these, the Benefit-Based Project Portfolio Management approach has been established from consulting practice. Here, the planned projects are evaluated together with the department and the IT organization and the decision is made on the basis of the available budget, competence and capacity. This procedure ensures a transparent selection and prioritization of projects. The basic idea of the approach is an internal accounting contract with a fixed budget, which creates a formal partnership between the department and the IT organization. The promised project budget is fixed in the contract and thus urges the departments to implement optimization and innovation measures.
How can all planned project results be achieved in time, quality and budget?
Once the right projects for the project portfolio have been selected , the method and a defined project manager who delivers results are necessary. The Value-Based Project Management approach is also applied here. It ensures greater transparency of the project success rate and reduces the risk of project failures. It is important to precisely define a clear project goal and the work results required. With the help of suitable indicators, it is then possible to accurately measure the successful completion of a work result. The early detection of problems during the course of the project and the constant measurement of success indicators reduce the risk of project failure noticeably.
How can a smooth transition between different service providers be ensured?
In practice transferring IT services from one service provider to another is a common case. A smooth transition can only be achieved if there is a sustainable transfer of knowledge. For this purpose, a suitable model from consulting practice can be applied. The structured approach allows a complete knowledge transfer and by means of the specialized reporting procedure the risk of failures is minimized. The model is divided into four phases - Planning, Discovery, Shadowing and Handover.
- The exact scope of the knowledge transfer is planned in the planning phase.
- In the subsequent discovery phase the knowledge is identified and evaluated.
- The shadowing phase is concerned with the so-called "shadowing", which means that the new service provider accompanies the old service provider during the necessary work steps within the framework of the service operation.
- The handover phase deals with the final handover of the service from one service provider to another.
How can changes be optimally managed?
Changes are always associated with the risk of having a negative impact on business operations. In order to keep the risk for the IT organization as low as possible, it is important to select a suitable process model. A tried and tested model from consulting practice is divided into three phases - Unfreeze, Change and Freeze.
- The Unfreeze phase aims to ensure that the participants develop visions and goals and understand the current situation.
- The necessary change is then carried out in the change phase. It is essential that the relevant processes are adapted and validated and that experiences are communicated.
- Finally, the rollout of the change takes place in the freeze phase. Progress should be measured and communicated periodically.
With the help of this model it is possible to reduce the negative effects of changes on business operations. In addition to minimizing the time required for implementation, the organization and the employees directly affected are better prepared for the necessary measures.
Our consulting services – Why 4C?
We support you in the targeted selection of the right projects for your project portfolio and help you to achieve your planned project results in the best possible way. In addition, we support you in a smooth transition from different service providers. We are at your side as temporary co-pilots and accompany you in the implementation and acceptance of changes. We help you to overcome the pitfalls and hurdles on the way or to find another way that will bring you to your goal.
Our consulting services at a glance
The process for implementing Transformation & Change includes all necessary components, from the selection of the right project portfolio, the successful completion of projects and a smooth transition from different service providers to the optimal management of changes.
Consulting services
As part of a consulting project, we support you in the selection of the right project portfolio and the necessary components as well as the anchoring of sustainable change management, so that your IT is capable of acting for the changes that occur in the company, on the market or in technology.
Why 4C?
We have experts in the necessary topics for a holistic view of the CIO area and its anchoring in the company and in its business models. The combination of planning and development of IT staff and mobilization for the necessary changes at all levels and the experience of the concrete challenges during implementation guarantee sustainable change management.
Experience - We advise our customers on a wide range of IT and digitization issues and accompany them from strategy to implementation.
4C GROUP offers its customers implementation success.
If you share our approaches and want to take your IT to a new level in order to meet the challenges of your business and the autonomy aspirations of the business, contact us.
Our broschures for Transformation & Change in IT
Agility is not a silver bullet
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4C Artikel CIO Magazin 2020: Agilität ist keine Wunderwaffe
- Why do agile projects fail?
- Which solution approach is suitable for a successful transformation to a flexible IT organization?
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- What roles and structures are needed in a flexible IT organization?
Our experts for Transformation & Change in IT
Get in touch with us through Xing or LinkedIn
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Christopher Kaetz
Manager
Master of Science in International Management
Master of Science in International Management
Competent, Creative, Change Driven, and Customer Focused - These are the four values that guide every 4C person in their daily work. For Christopher Kaetz, the foundation of the 4C values, the competence, is the central element in creating lasting added value for every customer. His personal competence is based not only on his business know-how, but also on many years of consulting experience from a wide variety of organizations, companies and industries.
His focus in CIO Advisory is on IT strategy and control, Target Operating Model, and Cloudification.
Markus Matschi
Senior Manager
Diploma Business Informatics
Diploma Business Informatics
For Markus Matschi, who combines information technology understanding with business management know-how as an information technology specialist, it is precisely this work on the critical interfaces and bringing together different ways of thinking and seeing that the lasting success of the customer projects, but also the very personal appeal and joy at the daily work.
He specializes in CIO advisory and covers IT strategy and digitization, as well as sourcing and IT governance. He has extensive experience in numerous IT organizations of different industries and company sizes.
Stefan Hornke
Senior Manager
It is not about “thinking outside the box”, there simply is no box when Stefan Hornke designs solutions at the crossroads between information technology and business success. Specializing in IT strategy, architecture and technologies, he brings precise analytical skills and a focus on the relevant to the table.
Extensive experience in numerous IT organizations of different industries and sizes as well as the finance industry combined with a deep understanding of regulatory requirement, security and data protection aspects make him a valuable asset in any project.
Christopher Kaetz
Manager
Master of Science in International Management
Master of Science in International Management
Competent, Creative, Change Driven, and Customer Focused - These are the four values that guide every 4C person in their daily work. For Christopher Kaetz, the foundation of the 4C values, the competence, is the central element in creating lasting added value for every customer. His personal competence is based not only on his business know-how, but also on many years of consulting experience from a wide variety of organizations, companies and industries.
His focus in CIO Advisory is on IT strategy and control, Target Operating Model, and Cloudification.
Markus Matschi
Senior Manager
Diploma Business Informatics
Diploma Business Informatics
For Markus Matschi, who combines information technology understanding with business management know-how as an information technology specialist, it is precisely this work on the critical interfaces and bringing together different ways of thinking and seeing that the lasting success of the customer projects, but also the very personal appeal and joy at the daily work.
He specializes in CIO advisory and covers IT strategy and digitization, as well as sourcing and IT governance. He has extensive experience in numerous IT organizations of different industries and company sizes.
Stefan Hornke
Senior Manager
It is not about “thinking outside the box”, there simply is no box when Stefan Hornke designs solutions at the crossroads between information technology and business success. Specializing in IT strategy, architecture and technologies, he brings precise analytical skills and a focus on the relevant to the table.
Extensive experience in numerous IT organizations of different industries and sizes as well as the finance industry combined with a deep understanding of regulatory requirement, security and data protection aspects make him a valuable asset in any project.