From idea
to roadmap.

We add the most value before budget and scope are locked in — right after the initial idea or an internal decision in principle. That way we can still assess vision, business case and feasibility with a fresh perspective, before wrong assumptions get baked into contracts or timelines. If a rough framework already exists, we structure the initiation retroactively just as thoroughly.

You get a robust business case with cost-benefit analysis and ROI calculation, a clearly scoped project concept, and a prioritised roadmap with milestones and resource planning. This is complemented by a project handbook that defines roles and responsibilities. That gives every stakeholder clarity from day one on what happens, when, and why.

A classic kick-off usually assumes goals, scope and business case are already fixed — for us, the kick-off is the conclusion of initiation, not the start. Before it come needs analysis, feasibility assessment, business case and roadmap development, so the kick-off happens on solid ground instead of assumptions. That way projects don't start with unresolved goals or unrealistic timelines.

That's normal, which is why we align scope, milestone planning and roadmap iteratively with all stakeholders rather than fixing them once and for all. Changes to the vision feed directly into the gap analysis, stakeholder alignment, business case and high-level planning. Only once goals, scope and feasibility are consistent do we move into the kick-off together.

In principle for any IT project with a noticeable budget or resource commitment — from individual business applications to company-wide transformation initiatives. The larger the investment volume and number of stakeholders, the bigger the payoff, because misjudgements otherwise surface late and expensively. For smaller initiatives we streamline the phases accordingly, without skipping the business case or feasibility check.