IT projects with a clean handover
It is rarely the technology. Usually the handover is where it goes wrong: the old provider won't release documents, something wasn't migrated during a software switch, or after go-live nobody understands how the system is set up any more. We have been leading projects like these for ten years, in the pharmaceutical industry, at automotive suppliers, in manufacturing and in banking.
This is the most common project and usually the most unpleasant one. Before the old contract ends, access, licences, documentation and knowledge have to come back into the company. We structure the handover, take stock of what exists and make sure nothing is missing on the cut-over date, even if the other side doesn't cooperate.
Introducing new systems is one half, cleanly shutting down the old ones is the other. The second half is often forgotten, and then legacy systems keep running for years, with open access and licence costs that bring no benefit.
At some point the structure that has grown over the years no longer holds up, whether in permissions, directory services, file storage or processes. We take stock, design a new structure and implement it step by step while operations continue.
Instead of “somebody sets something up”, there is a fixed process with roles, deadlines and evidence. That sounds like a small thing, but it does a lot for security and takes load off your team at the same time.
Whether it is a new location, a move or a merger: we plan the process in advance so nobody has to improvise and nobody loses a week of working time.
For projects that have been decided but that nobody internally has the time to manage. We take the lead, coordinate with everyone involved and make sure the plan is kept.
We record and document the existing state. When changing IT provider, this is often the most time-consuming part, because a lot of it exists only in the heads of individual people.
We put the target state, processes and decisions in writing before anyone changes anything in the systems.
If new systems are involved, we clarify the requirements, compare the offerings on the market and make a recommendation. We receive no commission from vendors for this, and the outcome is not decided in advance.
During the rollout, we manage and coordinate the project and document the progress.
We chose these four steps deliberately, because they match exactly the services that funding programmes recognise as consulting. Funded IT consulting
At the end of every project, you receive a package that belongs to you. It contains the documentation of the target structure, the decision paths, the configurations and the open items.
Our standard is that a new provider could work with it without calling us. Until that is possible, the project isn't finished.
This standard comes from our own experience: we have joined many projects as the ones who had to clean up what a predecessor failed to leave behind.
| Consulting & project management | €165 / h |
| IAM / Identity & Access | €140 / h |
| IT engineering / standard | €110 / h |
| Remote support & routine tasks | €85 / h |
We calculate projects in advance and offer them at a fixed price. The price is mainly determined by the number of systems, the state of the documentation, the number of business departments involved and the willingness of third parties to cooperate.
| up to 50 users | €9,000 to €14,000 |
| 50 to 100 users | €14,000 to €20,000 |
| 100 to 250 users | €20,000 to €32,000 |
The biggest factor in the price is how willingly the previous provider cooperates.
Current-state analysis, target concept, selection and implementation support count as consulting services and are eligible for around 50 percent funding in several German federal states.
The order is what matters: first the quote, then the application, then the approval notice and only then the order. We help you with the paperwork.
More on funded IT consultingWe have been leading projects for ten years, including the introduction and replacement of IT providers, onboarding and offboarding processes, the introduction of software and tools, and restructuring. The projects were in the pharmaceutical industry, automotive supply, manufacturing and banking.
Design and rollout of a new ITSM solution. We advised and supported the bank in close dialogue and accompanied the project from implementation through go-live and into post-launch support.
Result: The planned twelve months between project start and go-live were met. This was followed by a hypercare phase in which we supported operations closely.
Together with a contracted service provider, we replaced the existing IAM setup and introduced a new solution. We advised, managed and implemented, and set up the processes between the end client and the provider.
Result: The help desk handles requests faster because the service staff were given extended permissions. In addition, identity processes were automated and the HR master data was cleaned up as the data basis.
FAQ
That happens a lot, and in that case we work with what can be documented. This includes taking stock directly from the systems, an inventory of all access and a structured follow-up request. A handover is rarely complete voluntarily, but we go in well prepared.
Yes, we offer external project management without our own implementation as a separate service. It even has an advantage, because we are not signing off our own work.
For 50 to 250 users, usually two to four months. The exact time depends on how much is documented and on the notice periods. So it is better to start too early than too late.
If you want us to, yes, but it is not a condition. We hand over so that another provider can carry on as well.
Yes, if it makes sense professionally. We don't want to push anyone out, and for specialist topics working together is often the better way.
IT Projects
Tell us in a twenty-minute call what you have coming up. We tell you how we would approach it and whether it is worth bringing us in for it.
