TEAG THÜRINGER ENERGIE AG
Introduction of a company-wide project management guideline
Development of a binding guideline for IT-supported projects based on the V-model or agile project methods
Initial situation & problem definition:
TEAG did not have a binding methodology for its various projects, which repeatedly led to inefficient project processes and increased project risks. A uniform project management methodology was also required because a large number of new projects were planned and external service providers had to be involved in the implementation to a greater extent than internal employees.
Project & implementation
The project methodology, including phases and result types, was developed in several series of workshops with the responsible line organization from IT and the specialist department. In addition, the corresponding releases and approval processes were defined depending on the scope/complexity of the project. The resulting guideline was incorporated into the company’s guideline catalog and introduced into the organization with the support of the Management Board.
Role
Project manager and content development of the entire guideline
Successes & added value
- After the guideline was introduced, projects were only carried out in accordance with the defined procedure.
- The overall project risks were significantly reduced as there were clearly defined project phases and milestones for each project.
- The guideline also served as the basis for the subsequent introduction of new project portfolio management software. In this software, the defined phases, milestones and processes of the guideline were mapped accordingly.
Further references
SSO SOLUTION
PROJECT MANAGEMENT GUIDELINE
FOR BTB/BTC CUSTOMERS
FOR SPECTACLE LENSES
IT STRATEGY
HANDBOOK
IT STRATEGY
