How to Successfully Take Over a TYPO3 Project

Are you taking over an existing TYPO3 project as a service provider from another agency? This article provides you with tried-and-tested methods for a successful takeover and further development of TYPO3 projects – and explains why personal meetings and quick wins are so important.

Regardless of whether you came to a TYPO3 project takeover through a tender or a direct request, the first few days after taking over are crucial. The client has shown initial trust in you, and now it’s your chance to prove yourself worthy of it.

During your initial project kickoff presentation, you likely introduced the future project team and outlined the plan for the next steps. At 3m5., we use these initial meetings to listen carefully for any pressing issues—the “pain points” that the client has faced, often due to persistent problems left unresolved by the previous provider. We make it a priority to address at least one of these issues within the first few days of working together. Always. And within the first month, we tackle a second “pain point”—usually one that requires a bit more effort.

This approach builds immediate trust and creates a positive atmosphere within the project team: things are moving forward, and improvements are already underway!

Equally important—and ideally a parallel process—is understanding the client's expectations: How does the client envision collaborating with their TYPO3 provider? Workflows, collaboration guidelines, and availability are all aspects that should be discussed and agreed upon as early as possible.

Points to clarify include:

• Who is involved in the project?
• What are the expectations, concerns, and goals of each participant?
• Who is contributing what to the project?
• Who is the designated contact for each area?
• What availability can you guarantee?
• What is the workflow, and which tools will you use?
• What organizational factors are important, such as invoicing procedures?

Projects always happen between people, not between companies and providers. This makes it essential to involve everyone fully, to build motivation and identification with the project and to address any potential resistance from the outset.

A seamless transition is critical, of course. But to foster a lasting, positive client relationship, it’s important to establish the criteria by which the project’s success—and the improvements since your agency took over—will be measured. Examples of these success indicators include:

These goals should be regularly reviewed with the client to keep the project development on track and identify any areas for further improvement.

Together with the client, define specific requirements based on the established success criteria, and plan how each requirement will contribute to the overall goal. 3m5. structures requirements management in TYPO3 projects as follows:

• Functional Analysis: What is the current state of the system from the stakeholders’ perspective?
• Technical Analysis: What is the technical state of the TYPO3 system?

By comparing these two perspectives, the weaknesses of the current system, implementation, or communication and collaboration usually become clear. These are often the very issues that led the client to conclude, "This can’t go on; we need a new TYPO3 service provider to handle this."

Here’s where you can make a crucial difference in project management: typically, taking over an existing project begins with extensive analysis and planning. During this phase, the client sees few visible changes in their web project.

The decisive difference lies in "quick wins"—swift, cost-effective improvements you should implement to build the client's trust and show that your involvement is making an impact. Examples of these quick wins include straightforward technical adjustments for performance optimization or small but effective changes that immediately enhance user experience. Addressing these "pain points" alongside the analysis and planning process sets an excellent TYPO3 provider apart from a good one.

Effective requirements management also means identifying the major pain points in the legacy system by consulting stakeholders and then prioritizing their optimization.

Since project takeovers involve working with existing systems, comprehensive technical support is essential from the start. At 3m5., we involve the entire team in providing support. This approach enables quick responses to client requests while also allowing all developers to become familiar with the project, enhancing their ability to contribute efficiently to further development.

Once you have successfully taken over the TYPO3 project and established a structured, efficient workflow, the next step is to transition into ongoing maintenance and development. At 3m5., we facilitate this with regular, in-person coordination meetings involving the entire project team. While not all TYPO3 service providers offer this, we are strong advocates of it, as we consistently see that it significantly strengthens collaboration and trust in the project. These meetings help address additional questions and ensure a long-term, satisfying partnership.

Would you like to learn more about winning new clients with TYPO3? Learn more about the TYPO3 Partner Program.

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Image credits: Teaser image from unsplash.com