Task and Situation:

The shop's products are to be integrated into a different software. Product maintenance (including pricing) is to take place exclusively in the new software. A solution was purchased for the shop itself. A newly established authorization tool (IAM) is to be used to access the shop.

Solution:

A small team was established, with experts for front-end, shop integration, interfaces, IAM, process description, and project management. User stories were described (some of the requirements came from internal stakeholders or from users themselves and were queried before development work began) and compiled for everyone via Kanban to ensure transparency. The product managers discussed the large number of products to be migrated, and information was changed or added (e.g., product descriptions or photos). All involved buyers were informed. A "first user" group was requested for initial testing. A manual and an explanatory video were created to help users quickly adapt to the shop, including both old and new features, and to increase user acceptance. Training sessions were conducted for the service team.

Result:

The shop interface was adapted to the existing CI, and the interfaces between the shop and the new software were developed. The IAM was successfully integrated. Initial feedback from user tests was positive and constructive, allowing the rollout to begin quickly. The old shop was replaced in just six months of development and rollout, and all stakeholders were satisfied, making this shop migration a success.

Task:

Research into quantum technologies in the context of public administration.

Situation:

Very open requirements regarding quantum research. Only a small team of relevant quantum physicists was initially available.

Solution:

For the project structure, the project was divided into three key areas with a total of ten subprojects, plus a PMO subproject. Project planning, project controlling, risk management, reporting, and project documentation were established for this project, and stakeholder management and communication measures were established. In addition, the PMO/PL was responsible for contract management and supported several tenders. Additional research team members were hired, trained, and distributed among the subprojects according to their focus and interests. In addition to the pure research work, a global partner network was established and the Federal Quantum Alliance (BQA), a network of federal companies and authorities specializing in quantum technologies, was founded.

Result:

The project managed to establish a corresponding reputation in the quantum world and achieve initial important research results that received public attention (as here in "Nature"). Initial use cases were developed as a point of contact for quantum technologies in the administration. In addition to the excellent partner network and the established BQA, it served as the basis for a planned federal quantum application center.

Task:

Development of a company ID card that included both access and access authorization, had a PIN, and could be verified using fingerprint and/or facial recognition.

Solution:

While the initial card features had already been successfully tested, the access options, e.g., for laptops, were tested using fingerprint and PIN. New access readers were installed for access to the company's various buildings. A corresponding new design for the card was agreed upon. A project organization was established, and in addition to project planning and reporting, regular risk management was also carried out. Since the rollout affected all employees of the company, the second half of the project focused on various communication measures to prepare all employees for this change. The rollout was prepared accordingly. Management was informed by regular steering committees.

Result:

The company ID card was distributed within the company, and corresponding descriptions and demonstrators were distributed to sales to offer to other companies.