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In the context of OZG implementation, you are confronted with the management of a large number of different clients, demand carriers as well as those responsible for implementation. There are interdependencies between projects, especially between required and obligatory OZG basic services and technical operating components. At the same time, the implementation of the OZG involves the establishment of IT infrastructures at the federal, state and local levels and their service providers. Further challenges exist in the different degrees of maturity, the implementation statuses and the planning of the projects. When deciding on the "one for all" (EfA) after-use model, which can be financially supported by the Corona stimulus package 2020, increased minimum requirements must be taken into account for the implementation of EfA services, for example. The leadership of federal states for OZG thematic areas also goes hand in hand with additional requirements from stakeholders in other states and municipalities, which means that structured procedures remain indispensable.

Hybrid project management approach as a success factor

Crucial for the successful implementation of OZG is an established (multi-) project or programme management with a structured Project Management Office (PMO). We use recognised classic and agile management methods, which we select and apply specifically for each project.

To control the OZG programmes at the national level and the individual projects, we set up a project portfolio management with a structured PMO for control and supplier management as part of our (multi-)project management service module. We recommend that the projects be accompanied by mutually complementary project management methods. As a proven control framework for projects, we rely on PRINCE2. The internationally recognised process-based method is particularly suitable for the structured implementation of digitisation projects, as demonstrated by a large number of successful implementation projects. If a classic waterfall approach is advantageous, the V-Modell XT can also be used.

By incorporating agile methods such as SCRUM or PRINCE2 Agile, we also meet the eighth principle of service standards for OZG implementation. Both are standards of agile project management and agile project control. Our experience shows that the combination of both approaches results in the optimal synergy of structured, transparent project work on the one hand and an agile approach geared towards the constant optimisation of the degree to which the project work achieves its goals on the other. In this way, the digital offerings of the administration can be aligned in an innovative and user-friendly way in the long term.

Effective coordination between the individual projects and ensuring the sustainable delivery of high-quality results can be achieved with the help of the Scaled Agile Framework (SAFe) with Kanban techniques. This provides PMOs, depending on their specific challenges, with frameworks that set minimum standards and enable effective interaction of programmes and projects. Synergy effects between projects are generated through a steep learning curve resulting from defined processes, clearly specified quality criteria and corresponding control instruments. We also have defined processes, quality measurement points and steering instruments and take on a management function.

Benefit from our expertise

Our experience includes the complete takeover of (multi-)project management as well as the management of individual projects from (partial) project initiation to the completion of individual project modules. You will receive a set-up (multi-)project management with PMO according to recognised methods. You will benefit from comprehensive reporting, which is a significant component of (multi-)project management in relation to OZG implementation. In order to enable the programme management to steer the various projects and coordinate the overall portfolio, we assume a central coordinating role in reporting and support you in designing and implementing effective coordination processes in the overall programme. Reporting includes the analysis, evaluation and provision of control indicators (project progress and outcome in relation to the project dimensions of performance, costs and deadlines or (multi-)project management) in OZG implementation.

Co-authors: Dominika Zedler, Jonas Bruder