Requirements Analysis: 75 percent of errors occur before the first line of code is written
Clients without their own IT department can precisely describe their requirements using the user story format. This article outlines the four-step process and explains the costs associated with later revisions.
IT Contingency Plan: Business Continuity for Manufacturing and Retail
Without a tested emergency plan, cyber insurance policies often do not pay out in the event of a claim. This article explains how companies can develop an IT emergency plan in accordance with BSI Standard 200-4 that works when an emergency arises.
Cloud Migration at a Standstill: An Architecture Review as a New Starting Point
If a cloud migration appears to have failed, an architecture review lays the groundwork for the next decision. Three paths are then open: rehost, refactor or withdrawal.
Establishing Project Governance: A Steering Committee That Truly Steers the Course
Most projects have a steering committee, but it rarely has clearly defined decision-making authority. This article shows how project governance using PRINCE2 roles truly provides direction.
BSI Begins NIS2 Enforcement: Who Is Responsible for Providing Proof Now?
The BSI has announced an enforcement initiative regarding NIS 2 registration; the first audit orders are scheduled to be issued starting in the first quarter of 2027. As of September 30, 2026, 20,141 of the approximately 29,500 expected organizations had registered.
Key-Person Risk: When System Knowledge Depends on a Single Person
A key-person risk in IT arises when system knowledge depends on just one person. This article discusses the bus factor as a metric and effective countermeasures.
Post-Merger IT Integration: The First 100 Days
The first 100 days determine the success of a post-merger IT integration. KPMG identifies five key areas; from an IT perspective, identities, networks, and access rights are the first priorities.
Technical Due Diligence in Acquisitions: What the Code Reveals About the Company
A technical due diligence reveals what the code says about a target company, from its architecture to its technical debt. This article outlines the full scope of the review.
ERP Projects in Crisis: Typical Patterns and Solutions
According to Horváth, 60 percent of SAP transformations go over budget and miss their deadlines. This article identifies the typical patterns of such a crisis and suggests ways to overcome it.
Changing Service Providers Mid-Project: Legal and Technical Considerations
Under Section 648 and Section 648a of the German Civil Code (BGB), an IT service provider working on an ongoing project may be replaced. It is important to ensure an orderly technical handover of access credentials, code, and documentation.
IT Project Budget Overrun: Analyzing the Causes Before Assigning Blame
Budget overruns are the norm in IT projects. This article puts their frequency and size into context and shows why analysing the causes comes before the question of blame.
Stopping Scope Creep: How Projects Can Regain Control of Their Scope
Why every other project is affected by scope creep, and how a change request process with a fixed baseline can help prevent it.
CTO Suddenly Out: Filling a Leadership Vacancy in 72 Hours
A 72-Hour Plan for the Absence of Technical Leadership: Secure access, stabilize critical projects, and find the right interim solution.
Interim CTO: Costs, Duration, Expectations
How much an interim CTO costs in the DACH region, how daily rates and permanent positions really compare, and which of the three models best suits your situation.
Save the Project or Start Over? Criteria for Making the Tough Decision
Seven criteria can help with the difficult decision of whether to modernize a software project or start from scratch, including the pitfalls of rushing into a new project.
Software Project in Trouble: Decision Tree for the First 14 Days
A structured 14-day plan for projects in trouble, from the situation picture and stakeholder clarification to a reasoned decision to continue, rebuild or stop.
Why IT Projects Fail: The Numbers and the Real Causes
Recent figures from Standish, PMI, and McKinsey show how often and why IT projects actually fail, and where the methodology reaches its limits.
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