From above, you see
what really matters.
Successful public transport digitalization doesn't start with software. It starts with clear thinking about processes, people, and reality – since 2002.
Six focus areas.
One approach.
From procurement through operations to integration. Everything from one source – with our distinctive methodology at the core.
Public transport projects rarely fail
an der Technik.
Tender cancelled
All bids exceed budget. Six months lost, then starting over. Usually with significantly higher total costs.
Vendor says: "Yes, fulfilled"
At specification or just before go-live: "That's not our process." Costly re-design, or dissatisfied users who reject the system.
Change requests spiral out of control
What's missing from requirements becomes expensive afterwards. The budget doubles. Some vendors plan for this from day one.
In requirements. In process definition. In prioritization. That's exactly where we start.
Three areas.
One method.
We integrate procurement, operations, and system integration. Because they belong together.
Procurement Management
For all standard and process-intensive IT systems in public transport
A procurement is only as good as the requirements document. And a requirements document is only as good as the process behind it. We bring our process maps and fact sheets from nearly 30 years of practice, adapt them to your organization, and create requirements that vendors can realistically calculate. The wheel doesn't need to be reinvented every time – best practices save time, reduce costs and create quality from the start. We use innovation strategically where it's really needed.
- Process map as starting point – not as afterthought
- Structuring in Must, Should, Optional and Concept
- Realistic cost estimation before publication
- Proven standards, individually adapted to your organization
- Selection of the right procurement format for your project
Knowledge and experience are our capital. Shared, they save all parties time and costs: you as customer, the vendor during pricing, us in consulting. This creates a result that all three parties can actually implement.
Public Transport Operations
Prozesse, Organisation, Menschen
A new system brings nothing if the organization doesn't grow with it. We design operations as an interplay of processes, structures and employees. With clear responsibilities, documented procedures and change management that takes people along, not runs them over.
- Integrated operations management, maintenance management, depot management, ITCS and control center concepts
- Process optimization before procurement, tool selection and implementation
- Change management with employees, not against them
- Process-oriented training for understanding solution usage
- Documentation as working tool, not as filing cabinet
SAP & System Integration
When systems must work together
Maintenance software, ERP, EPS, materials management – each system useful on its own, together often chaotic. We design interfaces that simplify data flows, eliminate duplicate entries and realistically reflect inventory costs. With clear separation: what stays in SAP, what the specialized application handles.
- Link maintenance software to SAP Material Management
- EPS and ERP integration with clear data model
- Interface design for long-term maintainability
- Separation of consumables and serialized components
Sequence
is everything.
Most consultancies jump straight to requirements. That's why so many projects stumble later.
We work differently. In a sequence that has proven itself over more than 20 years – from the first process discussion to acceptance.
Process. Priorities. Budget. Requirements. Procurement. Specification. Training. Testing & Acceptance.
Clarify processes
With process maps and fact sheets we bring from practice. Interfaces and use cases are defined where they make sense for requirements.
Set priorities
What's really mandatory? Where does standard suffice? What's wishful thinking? Clear structuring instead of diffuse wishes – even in the second iteration.
Set realistic budget
We know the market. What costs what. Which solutions last long-term. Before you tender – not only when all bids are too expensive.
Create requirements
Structured, calculable, with conceptual level. Vendors can calculate. You can compare. Change requests remain the exception, not the rule.
Accompany procurement
Evaluation matrix, vendor discussions, clarifications. We bring experience about what vendors can really deliver – and where promises are hot air.
Review specification
What the vendor implements must match the requirements. We review critically, uncover gaps and create clarity before code is written.
Design training
Process-oriented training where users don't just learn clicks but understand why a system works the way it does. Acceptance instead of resistance.
Testing & Acceptance
Structured acceptance with test automation where possible. Nothing goes live that hasn't been tested. Handover to operations is conclusion, not the beginning of problems.
Example of a process map: Maintenance process
Up to here we show you how we break down the process. The last three steps – the heart of our methodology in operational implementation – we discuss in a personal conversation.
Six principles
that make the difference.
Include people
Employees are not the problem – they are the solution. We design change so people willingly go along.
Processes before tools
Before you buy a system, the process must be clear. We help you optimally design organization and processes.
Anforderungen detaillieren
A good requirements document is not thick – it's precise. Vendors can calculate, costs are comparable, change requests are minimized.
Risiken aktiv managen
Projects don't fail due to technology but due to risks. Structured risk management frees up resources and accelerates decisions.
Lean Project Management
Project management that doesn't overflow. Lean, focused, with clear decisions instead of endless steering committees.
Document smartly
Documentation is not paper tiger but proof of delivered work. It's the last result before acceptance – manuals that users understand and use.
Practitioners.
Not slide-throwers.
Every team member has seen public transport from the inside. As consultant, engineer, or manager.
Thomas Klein
Dipl.-Ing. Electrical Engineering. Digital transformation, IT strategy, public/rail transport. Management and process consultant.
In IT consulting since 1988
Sebastian Klein
Service Management, Process Consulting.
Practitioner in quality management
Kay Tewes
Operations management, process optimization, public transport strategies from practice.
Practitioner from public transport
Christian Cramer
Dipl.-Ing. Traffic Engineering and Civil Engineering. Planning and engineering services for public transport.
Knows customer and vendor sides
Herbert Kirchbeck
Electrical engineering, data networks, communication. VdS-certified GIV expert.
Planning, installation, testing per VdS311
SAP Partner
SAP integration, material management, ERP solutions with public transport focus.
SAP specialist in consulting network
Consulting with conviction.
For over 20 years.
When you look at a situation from above, you recognize connections hidden to others. That's not coincidence – that's method.
VisIT Consulting was founded in 2002 by Thomas Klein – with the clear goal of not just advising public transport companies, but delivering real results.
We're not a large management consulting firm with hundreds of consultants and standardized processes. We're a well-coordinated network of specialists who all share one thing: they know public transport from the inside. As former managers, project leaders, and system integrators on both customer and vendor sides.
Our customers appreciate that we don't come empty-handed. We bring process maps, fact sheets, and evaluation methods from nearly three decades of practice. No project starts from zero. No requirements document is created from scratch.
What drives us: the conviction that good digitalization in public transport is possible – if you follow the right sequence. First the process. Then the tool. Not the other way around.
We don't believe digitalization alone solves problems. But we firmly believe that die richtige Vorbereitung makes the difference between a project that delivers – and one that only produces costs.
No sales pitch.
A real assessment.
Describe your situation to us. We listen, ask questions, and honestly tell you whether and how we can help.
Heinhauser Höh 17
42781 Haan
E-mail: t.klein@visit-consulting.com