Project management for ERP rollouts and system migrations —
for projects that must not fail.
For public administration, large companies and SMEs in Switzerland.
An ERP rollout or a system replacement ties up people from the business, from IT and from the management team for months. The technology is rarely the difficult part. What is difficult is getting decisions made in time, bringing requirements from several areas together, and keeping an overview when several suppliers are involved. As external project management we take on exactly that — for a fixed term, with a clear remit and a clear end.
Most projects do not fail on the technology.
They fail on requirements nobody thought through to the end. On decisions left lying because responsibility is unclear. On project management run on the side, because day-to-day work leaves no room for it.
ERP rollouts and system migrations raise the same questions first: what the new system has to do, who decides, and what happens to the data in the old one. An SAP migration follows the same logic, with more people involved.
That is exactly where we come in. You do not get a recommendation you then have to carry out yourself — you get someone who carries the responsibility: for dates, for budget, for the result. And who leaves again once the project runs without them.
External project management — what it takes on in the project
Planning and steering. Phases, milestones, dependencies. A plan that still holds when something moves, because it knows the dependencies.
Bringing requirements together. Business areas phrase things differently and sometimes mean the same thing, sometimes the opposite. Clearing that up before implementation saves rework that costs a multiple later.
Managing suppliers. Tendering, evaluation, contract support, acceptance. We sit on your side of the table while we do it.
Naming risks while they are still allowed to cost something. A risk that is on the table early is a decision. The same risk three months later is a problem. Where your project stands, you can assess for yourself in a few minutes with the project risk assessment.
Reporting what is actually the case. Including when the news is unwelcome. That is the part an external project manager is paid for.
Project management
We lead your project from requirements through to handover into operation. You have one point of contact for the business, IT, suppliers and the steering committee — and reporting your board understands without asking back.
Interim management
When a key position is vacant, we fill it for a fixed term — with responsibility for the team, the budget and day-to-day operation, not only for a project. Typical occasions: a vacancy, parental leave, a reorganisation, or a project that needs additional leadership capacity.
Requirements and preliminary assessment
The most expensive mistakes are made before the first line of code is written. We capture requirements in a structured way to CPRE (IREB®), test feasibility and effort, and create the basis for a procurement that stands up to scrutiny.
Interim management — leadership for a fixed term.
Sometimes it is not a single project but a role that is temporarily unfilled — a project manager who drops out, a position being refilled, a department in reorganisation. Interim management is the right contractual form for that: an experienced person takes responsibility for a fixed term and hands over in good order at the end.
We take on mandates of this kind in IT project management and in systems integration, usually from a few days a week and over several months.
The method follows the project — not the other way round.
Where things stand
We review the documents and speak with those involved. At the end there is an assessment: where things stand, what the risk is, what is realistic.
Engagement and framework
Objective, scope, dates, budget and decision paths are set down in writing. From here on it is unambiguous who decides what.
Delivery
We lead the project: planning, steering, supplier management, reporting, escalation. You are relieved of work, not given more.
Handover
Documentation, introduction of the operating organisation, an orderly close.
S/4HANA migration in a cantonal administration —
without interrupting day-to-day operation.
Held in a senior role at a cantonal administration — as an employment, not as a mandate of om3 GmbH.
01 · Starting point
An SAP landscape in the finance administration, grown over years, was to be migrated to S/4HANA.
02 · Challenge
Core processes with an immediate effect on the financial close were affected. Interrupting day-to-day operation was out of the question — every migration step had to hold up in the live environment of an administration.
03 · Leadership
Close coordination between the business, IT and external partners — with clear decision paths and steering according to the governance rules customary in public administration.
04 · Result
Migration on schedule, without interrupting day-to-day operation.
External project management for an SAP project in public administration→
What is the difference between project management and interim management?
The first is answerable for a single project from start to finish. In an interim mandate a leadership position is filled for a fixed term — with responsibility for the team, the budget and day-to-day operation, not only for a project.
Which methods do you work to?
We work with HERMES in its current edition, including the reduced variant for smaller projects. Where an organisation runs classically, we work classically; where work is agile, we follow Scrum. Which method applies is a requirement of your organisation, not a matter of belief — we follow it.
Do you also work for public administration?
Yes. A substantial part of our experience comes from the administrative sector — including its requirements for traceability, procurement and governance.
Will you take on a project that is already running?
Yes, and that is the more common case. We start by establishing soberly where things stand and tell you how the project gets back on course.
How quickly can you start?
Tell us the date you have in mind and we will find a way. In urgent cases at short notice too.
Which languages do you work in?
German and English — in project management, documentation and committee work.
Does your project need a lead who takes responsibility?
When decisions are left lying, dates slip or a key position is vacant, we take over — as project management or on an interim mandate.
Discuss a project or an interim mandate→