First, the status quo had to be determined in order to identify the current project portfolio. This was followed by a classification and prioritization of the projects. The challenge here was the organizational anchoring of the overall responsibility for the prioritization, efficiency and control of the project portfolio. As a solution, an effective filter and control methodology was introduced. Accordingly, a selected panel of experts was summoned on a monthly basis with the task of deciding which of the respective projects would move on to the next phase. Thus, step by step, the maturity of the project increased from a roughly specified project idea to a fully planned project and ultimately resulted in lessons learned for the continuous optimization of project management as well as the increase of project management competence.

The in-depth analysis of the status quo also revealed that important requirements for the introduction of project portfolio management had not yet been met. In order to achieve a certain level of project management maturity for all areas of the company, a needs-oriented project management manual was created for the Thieme Group at an early stage. This served as a guide and orientation aid. In addition, workshops, trainings and professional coaching of HoPM project managers were carried out. Furthermore, a project management office (PMO) was established, which was initially managed by HoPM on an interim basis. The PMO acted as an active steering element, was the point of contact for questions or ambiguities, and provided direct support to all stakeholders. The office's task was to ensure the sustainability of the process.

The new processes and structures were met with resistance at the beginning. One challenge here was to dissolve this skepticism through open and constant communication of the project goals as well as practical examples and a large timeframe.