Delivery Leadership

navigate IT projects safely

To reach the destination of the expedition, captain and crew have to keep an eye on many basic conditions, such as wind and weather, the mood of the crew or the condition of the ship.

Likewise, in IT projects, balancing competing requirements is necessary in order to achieve  project goals. Whether it is the changing project requirements due to the volatile market situation, the handling of risks that are recognized late, or the budget and time pressure that does not allow the development of a prototype – difficult decisions always have to be made in order to complete the project optimally.

The applied methodology is not an end in itself, but only a means to an end – whether an agile or a classically structured approach is more helpful in a specific case should be decided on the basis of the project requirements. The following constellation is frequently encountered: a project to be carried out agile in a classically structured environment has problems with project progress and stakeholder satisfaction.

our solution

It is not about agile or classic – but about the optimal management for your project. Therefore our delivery leaders are experienced and certified in both classic project management (e.g. PMI) and agile methods (e.g. Scrum). The best of both worlds – just good enough to get your project safely to its destination.

Your advantages

our project managers have many years of experience in IT projects in numerous industries (including banking, insurance and energy)

training and experience both classical (e.g. PMI, IPMA) and agile (e.g. Scrum, SAFe)

outstanding soft skills for the successful guidance of employees

interdisciplinary, cross-sector thinking and working

partners and products

GPM is the leading professional association for project management in Germany.

The International Project Management Association (IPMA) is a global project management association and certification authority based in Europe.

The Scrum Alliance is the largest member and certification organization for scrum worldwide.


frequently asked questions

What is classical project management?
Established procedures that are generally accepted and generally understood to refer to projects with a waterfall model approach, hierarchical organizations and standardized project management systems.

Do you still do projects according to classical project management?
Yes, classic project management is still used mainly in industries with long, predictable development or production cycles or in highly regulated environments (e.g. construction, pharmaceuticals). They are in competition with agile methods and agile project management, since project organization and procedures using classic models are increasingly questioned.

Agile or classic – is that mutually exclusive?
No, depending on the industry, project and goals, there are also hybrid models. Classical methods are suitable for projects with clear requirements and projects in highly regulated environments. Necessary changes are implemented through structured change management.
Agile methods are suitable where the project result is not clearly defined at the beginning. The product is successively developed with the customer through an iterative procedure. Changes are considered an integral part of the project.

How to decide which methodology is more appropriate?
The “perfect” method does not exist, but depends on the project situation. For this reason, an analysis of the project structure and the project environment should be carried out before starting the project. With regard to the goals and requirements, it should be evaluated whether they are known from the beginning or whether they have to be worked out successively. It should also be clarified whether changes in the course of the project are more the rule or the exception.

What is product development as opposed to project?
A project is a temporary undertaking with a specific, defined goal. Projects can serve to develop products. Examples: Developing and building a prototype, developing a production model, developing a production line are all projects.
Product development, on the other hand, is the discovery and development of scope, e.g. a new software (or: drug, aircraft, etc.). A project serves to implement and provide the scope. Product development can be seen as a sequence of projects.

We already use a methodology – do we need to introduce a new methodology?
First of all, it should be examined whether the introduction of a new methodology makes sense. Projects already underway should be completed with the current methodology. For a new project, a new methodology can then be introduced if it makes sense.

The project is already running – is it still possible to change the methodology?
Changing the methodology in a running project is not recommended. This should only be done in an extreme emergency.

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