IT projects with a clean handover
It is rarely the technology. Most of the time the handover goes wrong: the old provider will not release documentation, something was not migrated during a software change, or after go-live nobody understands how the system is configured. We have led projects like these for ten years, in pharmaceuticals, automotive suppliers, manufacturing and banking.
This is the most common project and usually the most uncomfortable. Before the old contract ends, accounts, licenses, documentation and knowledge have to come back into your company. We structure the handover, take inventory and make sure nothing is missing on cutover day, even if the other side does not cooperate.
Introducing new systems is one half. Shutting down the old ones cleanly is the other. The second half is often forgotten, and then legacy systems keep running for years with open accounts and license costs that bring nothing in return.
At some point the structure that grew over the years stops working, whether in permissions, directory services, file storage or processes. We take stock, design a new structure and roll it out step by step while your business keeps running.
Instead of someone setting up something somehow, you get a fixed process with roles, deadlines and a record. That sounds minor, but it does a lot for security and takes work off your team.
Whether it is a new location, a move or a merger, we plan the process ahead so nothing has to be improvised and nobody loses a week of work.
For projects that are decided but that nobody inside has time to run. We take the lead, coordinate everyone involved and make sure the plan holds.
We take stock of the existing setup and document it. In a provider switch this is often the hardest part, because much of the knowledge lives only in a few people's heads.
We put the target state, processes and decisions in writing before anyone changes a system.
When new systems are involved, we clarify the requirements, compare the offers on the market and make a recommendation. We take no vendor commissions, and the outcome is not decided in advance.
During the rollout we manage and coordinate the project and document progress.
We use these four steps on every project. Each one ends with a written result, so you always know where the project stands and what you have paid for.
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 true, the project is not done.
This standard comes from experience. On many projects we were the ones brought in to clean up what a predecessor never left behind.
| Consulting & project management | $250 per hour |
| Identity & Access Management and security | $225 per hour |
| On-site technician (1 hour minimum) | $195 per hour |
| Remote support | $165 per hour |
We estimate projects in advance and offer them at a fixed price. The price depends mainly on the number of systems, the state of the documentation, the number of departments involved and how willing third parties are to cooperate.
| Up to 25 users | $2,500 |
| 26 to 50 users | $4,500 |
| 51 to 100 users | $7,500 |
| 101 to 250 users | $14,000 |
These fees apply when we take over your day-to-day IT under a managed IT plan. On a 36-month term, onboarding is half price. A provider switch run as a standalone project is quoted at a fixed price, and the biggest factor is how willing your current provider is to cooperate.
Current-state analysis, target design, selection and implementation support are scoped and priced as separate steps.
After each step you decide whether to continue, with us, with your own team or with another provider.
We have led projects for ten years, including introducing and replacing IT providers, onboarding and offboarding processes, software and tool rollouts, and restructuring. The projects ran in pharmaceuticals, automotive supply, manufacturing and banking in Germany.
Built and introduced a new ITSM solution. We advised and supported the bank in close cooperation and accompanied the project from implementation through go-live into post-launch support.
Result: The planned twelve months from project start to go-live were met. A hypercare phase followed, in which we supported operations closely.
Together with a contracted implementation partner, we replaced the existing IAM setup and introduced a new solution. We advised, managed and implemented, and set up the processes between the client and the partner.
Result: The help desk handles requests faster because service staff received extended permissions. Identity processes were automated, and the HR master data used as the source was cleaned up.
FAQ
That happens often. We then work with whatever can be documented: an inventory taken directly from your systems, a review of all accounts and access, and a structured request for what is still missing. A handover is rarely complete voluntarily, but we go in well prepared.
Yes. External project management without our own implementation is a separate service. It even has an advantage, because we are not signing off on our own work.
For 50 to 250 users, usually two to four months. The exact time depends on how much is documented and on your contract notice periods. Start too early rather than too late.
If you want that, yes, but it is not a condition. We hand over so that another provider could also take over.
Yes, when it makes sense for the work. We are not out to push anyone aside, and for specialized topics working together is often the better way.
IT Projects
Tell us in a 20-minute call what is coming up. We will tell you how we would approach it and whether it is worth bringing us in.
