From paper chaos to a networked project platform

Digitalization? Yes, but please be realistic.

Digitalization sounds like the cloud, real time and automation.
In practice, however, for many municipal utilities it means Excel lists, emails and paper folders - often all at the same time.

And that's not an accusation. It is the reality.

Because while political and social pressure on the energy sector is growing, many utilities are still in the midst of operational upheaval. Infrastructure projects have to be planned, approved, implemented and accepted in parallel. There is not enough time - or resources.

But this is precisely where it is decided whether projects run successfully - or whether they fizzle out due to a lack of transparency, friction and delays.

Three types of digitalization in municipal project management

A recent industry study and numerous interviews with project managers show that Digital maturity in municipal utilities varies greatly. And can be roughly divided into three types:

🔴 1. the paper warriors - analog, fragmented, error-prone

These organizations still mainly work manually:

• Project planning in Excel

• Progress documentation on paper or as a PDF

• Communication via Outlook and telephone

• Data storage decentralized and often multiple

Typical symptoms:

• Several versions of a project plan in circulation

• Dependence on individuals ("only Mr. X knows where this is")

• High coordination effort - especially with external partners

Risk: Projects are difficult to control. Errors, misunderstandings and frustration are inevitable.

🟡 2. the tool collectors - digital, but without a system

The first software solutions are available here:
An ERP module for resources, a ticket system for defects, perhaps even a planning tool.

But the tools are not integrated. They create new silos instead of overcoming them.

Typical symptoms:

• Data has to be transferred manually between systems

• Double entries and contradictory figures

• "This is in the other tool" - but nobody knows which one is meant

Conclusion: Digitalization without a strategy is not a solution - but a new expense.

🟢 3. the networked - integrated, data-based, scalable

Processes run on a common platform:

• Progress is recorded automatically

• Tasks and deadlines are stored with system support

• Communication is structured via a central database

Typical results:

• Live status of projects in just a few clicks

• Less coordination effort

• Fewer queries, fewer errors, better traceability

In short: project management gains in quality, speed and overview.

💬 Real Talk: Why many municipal utilities still hesitate

If there are so many advantages - why do many still stick with Excel?

The reasons are often not technical:

1. Lack of time: there is no time in day-to-day business to make fundamental changes.

2. Lack of resources: IT is working to capacity, external consulting is expensive.

3. Acceptance problems: "Another new tool? Training again?"

4. Complexity: There are no strategic guidelines as to what the changeover should look like.

But: If you wait until everything is perfect, you will miss the first simple steps. Because digital project management doesn't mean changing everything at once - it means starting intelligently.

🚀 The way out of chaos: from patchwork to platform

The key insight: it' s not about tools - it's about transparency.

And that requires

• a standardized database

• a clearly defined process logic

• a platform that integrates all stakeholders (internal & external)

Some municipal utilities are already leading the way:
They are not digitizing yesterday's problems, but are rethinking project management. They are using platforms such as COMAN to manage projects visually, in real time and across disciplines - from the start of the project to acceptance.

📌 Concrete action tips for project managers

No matter where you are - you can start now. Here are four realistic steps:

1. Analyze the current situation honestly:
   What systems are you using? What information do you regularly lack?

2. Make data flows visible:
   How does a project currently flow through your systems - and where does it get stuck?

3. Identify quick wins:
   Is there a pilot project that lends itself to digital governance?

4. Involve stakeholders:
   Talk to IT, specialist departments and external partners at an early stage. Digitalization is teamwork.

🧠 Conclusion: Digitalization is not an end in itself - but a prerequisite for successful project work

If you want to manage your projects efficiently, transparently and future-proof, there is no way around a networked platform.

Because:

Anyone still coordinating projects with Excel today is not managing - they are juggling.

It's time to actively shape change.
And if you want, we will be happy to support you.