We help you solve complex business problems, improve business performance and ultimately create value for your stakeholders.
Specifically, this is about the right setting of your project management framework, the selection and implementation of the most efficient tools in the field of traditional and agile project management.
Alexander Staller Consulting covers four key areas:
You are no longer achieving your goals with seemingly proven processes. Therefore, you want to change your current way-of-working to better serve the customer, improve cost structure, increase profits or even to improve internal collaboration. Which development methodology fits your corporate culture and business model?
Alexander Staller answers these questions. There is no one solution approach that fits all and works everywhere. But you can be sure that from the broad portfolio of project management methods there is one that works for your company and your problem like a good medicine – without side effects. Staller’s methodological toolbox ranges from SAFe, LeSS, SCRUM, classic, agile, hybrid project management (PMI/IPMA), XP to eXtreme and others. It is complemented by permanent industry-specific training such as AEC-Q100 and rounded off by distinctive skills in personal coaching.
You know the need for efficient project management, but you are not sure which is the right tool for your needs. Staller Consulting knows the tools and will find the right one for you. It’s not about reinventing the wheel. Actually most of the time it is just to make it move better and faster.
We help you adapt chosen frameworks and methods to your company, give advice and, if necessary, train your employees.
The topic of “lean” is also about definition, analysis and optimization. In detail, this includes:
The guarantor of successful lean management is the Project Management Office (PMO). It is a separate organizational unit that is centrally responsible for structuring and coordinating all of a company’s projects. Projects within the project portfolio are prioritized here and resources – both human and material – are allocated to individual projects, and project progress is monitored as part of project portfolio controlling.
The value stream analysis Staller Consulting provides is kind of helicopter perspective: You will be put in a position to rather focus on its value stream instead of individual development projects which might be disconnected from the customer/business.
It has to be stressed that in contrast to a “big bang” implementation, Staller Consulting recommends a step-by-step approach. For this purpose, first the interfaces in your value stream are worked out and then those parts of the framework are implemented one after the other, which bring the greatest benefit to the company and cause the least effort during the introduction. After each step, it is checked whether the change delivers what it promises, and only then is the next topic implemented. It is not uncommon with this approach that after the introduction of the majority of the components of a framework, the company decides not to introduce the remaining components, since the benefit is no longer in proportion to the effort and it is expected that the performance of the company can hardly be increased by the introduction of the remaining elements of the framework.