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Programme Management: so your initiative lands
Many digital projects do not fail because of technology, but because of priorities, alignment and pace. I lead your programme from concept to day-to-day operation: with a clear goal, a realistic plan and regular reporting to management. And if an initiative is already stuck, I show where it is getting caught and bring it back on track.
Every programme is managed for value. Before an initiative starts, we define the measurable value it should deliver: lower costs, higher revenue, less risk or faster processes. I measure every decision, every phase and every euro of the budget against it. Whatever does not contribute is postponed or dropped.
Typical programmes
ERP
Introducing or replacing ERP systems such as SAP
Cloud
Migration to the cloud
AI
AI programmes from pilot to operation
Sites
Consolidating sites and IT landscapes
Risk
Risk and crisis preparedness for IT
AI programmes: from AI pilot to everyday value
An AI pilot is quickly built. It gets difficult when it has to work in everyday business, process data securely and comply with the rules. I run AI initiatives as a programme: with use cases that pay off, a risk assessment before the start, clear responsibilities and governance that grows with the company.
Examples from practice
- Cloud migration for an international service provider: server landscape migrated to Microsoft Azure in 3 months
- Scenario-based risk analysis for a European industrial group: risks assessed for two crisis scenarios, measures adopted by the board
- Digital recruiting process for Evonik, Singapore: from idea to app in 6 weeks, 8 times more applicants
My approach
- 1. Clarity: measurable value first, then goal, scope, budget and success criteria, agreed with management. Where useful, based on the Digital Maturity Index.
- 2. Plan: milestones, dependencies, risks and team, including external partners.
- 3. Steering: I lead the programme, keep up pace and quality, continuously check the value achieved against the plan and report regularly to a steering committee.
- 4. Handover: operations, documentation and knowledge are handed over to your team in an orderly way.
- Where needed, I bring in experienced partners from my network, for example for organisational development and change management.