Project manager for the introduction of service management software

Before the successful introduction of the TIS software, now ASM, at the German branch of a pan-European manufacturer of automatic doors, a feasibility study had to be carried out.
As project manager, I conducted this in cooperation with the sales department as part of a workshop at the customer’s premises in order to plan all possible improvements and the mapping of processes in the required software. The special feature of the organizational consulting was my client’s wish to decentralize the scheduling of his technicians at three locations and to continue the data inventory and commercial processing centrally.
However, this option was not supported by the standard software. I contacted the software manufacturer to clarify the implementation options in order to be able to combine all the information into a concept and achieve a solution. I contacted Telekom to find out about the technical conditions of the leased lines (a real challenge in the mid-1990s!). I consulted the technicians for the joint development of interface descriptions and requirements for all necessary interfaces, such as to financial accounting or to the production planning and control systems (PPS). At the end of the organizational consultation, the decision was made to implement the project on the basis of my concept as presented. My client also implemented the Europe-wide rollout.