Whitepaper „Own Your IT Projects“

IT is no longer just part of the operational infrastructure, but has become a key driver of innovation and transformation. However, although the area is becoming increasingly important strategically, many companies lack targeted management of IT projects.

The result: in practice, what is referred to as an IT project portfolio is often just a collection of uncoordinated projects driven by individual interests, ad hoc requests or internal power relations. The result is overloaded portfolios, inefficient use of resources and a lack of impact.

In this situation, external consultants are often brought in to create structure. However, real control is not achieved through one-off workshops, but through internal clarity, responsibility and a disciplined approach. After all, the decisive factor is not how many projects are in the portfolio, but whether they effectively advance the corporate strategy.

In the whitepaper "Own Your IT Projects", we show how companies can start right here. Not with additional tools and methods, but with a clear management principle: a parameter-based approach that evaluates IT projects based on six standardised criteria - from strategic contribution and technological foundations to risk minimisation and feasibility. This turns a list into a genuine management tool.

1. Strategic contribution
   Evaluates the extent to which the project contributes to key corporate or IT objectives - such as growth, transformation or competitive differentiation.
2. Technological basis
   Shows whether the project strengthens the IT foundations - for example by modernising architecture, platforms or infrastructure.
3. Risk minimisation
   Measures the extent to which operational, regulatory or security-related risks are reduced by the project.
4. Value contribution
   Focusses on the expected benefits, such as increased efficiency, cost reduction, service improvement or new sources of revenue.
5. Impact of change
   Assesses the organisational scope. In other words, complexity, implementation effort and the cultural or structural change that a project requires.
6. Certainty of Estimate
   Shows how reliable the project planning is. Key factors here are effort, budget and time frame.

We help companies to rethink their IT projects from the ground up. And not as a list, but as a central control instrument for corporate management. You can find more information in the whitepaper.