PROJECT REPORT

IT project manager: Migration of BI systems to the cloud

Ensure installations in the cloud and rollout of reporting
Moderating different interests and finding joint solutions
Request for Proposal defined for more effective business intelligence in the future

Fills gaps in IT projects from a standing start

Crisis and project management, also internationally
Carve-out, post-merger integration and restructuring
Project turnaround, compliance and governance

The elevator division of a diversified, globally active steel group had decided to convert a business intelligence solution from single-user solutions to the multi-user version. There were two application strands: one used the product operationally in the DACH region, the other across Europe as a strategic planning tool and reporting instrument.

In consultation with the software manufacturer, a project duration of 15 months had been set. A further 18 months and several changes in project responsibility later, another project manager left at short notice. In this situation, the division management brought the interim manager on board. At the same time, he acted as co-program manager for a global program of the company managed from China. The interim manager was anchored in the divisional management environment of the Group CIO organization. He managed projects with around 50 employees (75 percent of whom were external employees).

Ensuring installations in the cloud and rollout of reporting

Parallel to the start of the mandate, the IT of the elevator division was reorganized as part of the international Technology & Innovation organization. In addition, several major projects were underway, including a comprehensive program to set up a new enterprise data warehouse (BW4/HANA2, Microstrategy, Power BI), which required intensive management. In this project, the interim manager ensured smooth installations in the cloud and the rollout of reporting in European countries.

Moderating different interests and bringing about joint solutions

When analyzing the current situation, the interim manager quickly discovered that the migration of the business intelligence system from the single-user to the multi-user version did not essentially fail due to minor errors. Rather, the project was heavily influenced by the simultaneous migration to the cloud. Familiar standard processes had to be completely redesigned - and how was largely unknown. This was further complicated by the diverging individual interests of the responsible managers. With the support of the division manager, the interim manager initially held many discussions in order to find solutions that were acceptable to everyone.

Once the disputes had been resolved, the interim manager began by sharpening the target image of the business intelligence organization and fine-tuning it within the company. The results of the previous maturity assessment served as the basis for this. The interim manager's planning included the services to be provided as well as the staffing. The aim was to ensure that future projects in the area of business intelligence were designed and implemented effectively.

Monitoring was introduced and adjusted on a case-by-case basis to evaluate the project applications received in parallel and projects already underway. The interim manager established a method and also defined the management reporting.

In the meantime, the software versions were raised to a common level as far as possible. End users were also enabled to access support via a self-service portal.

Request for proposal defined for more effective business intelligence in future

Another concern of the client was the establishment of a permanent operating structure. In consultation with the managers involved, the interim manager selected suitable employees from the group and provided them with the necessary access authorizations.

The availability and support spectrum of the software manufacturer's consultants were severely limited. It turned out that additional staff with more specific experience was also required. The interim manager therefore agreed with the division management to invite several independent software service providers for discussions.

Tendering and proposals for major projects prepared ready for decision

The new IT service and consulting company was to ensure that future projects in the area of business intelligence were designed and implemented effectively. In particular, the aim was to ensure that the special requirements were processed in a structured and bundled manner. To this end, the interim manager defined a request for proposal (RfP) process. He also worked with the relevant managers and teams to develop concepts for contract management, supplier relationship management, supplier performance measurement and supplier risk management.

During the course of the mandate, the interim manager ensured the quality of all tenders and evaluated all offers with regard to the aspects relevant to supplier management. He also prepared project proposals for many major projects ready for decision by top management. The result: all defined templates and processes were successfully implemented.

BI project increases efficiency, quality and employee satisfaction at lower costs

The BI project led directly to an increase in efficiency, quality and employee and management satisfaction. The overall costs of ensuring satisfactory operational management were reduced by a significant double-digit percentage. Other activities and results in this interim mandate included: