At ECE Marketplaces GmbH & Co. KG, numerous projects run in parallel: renovations, modernizations, energy-efficient refurbishments. To better manage these initiatives, the existing solution needed review and a sustainable, modern foundation. Our Power Platform team started with a review and developed a new application based on the Microsoft Power Platform: multiproject management (MPM).
The solution consists of a large model-driven app, several embedded sub-applications, and integrated Power BI reports. It regularly manages more than 200 projects, with over 450 main and subproject datasets in total. In an interview, Ralf Kühler, MPM Project Manager, and Simon Krippner, MPM Component Owner at ECE Marketplaces GmbH & Co. KG, together with our colleague Harald Tingelhoff, discuss the project.
What was the starting point for the project?
Ralf Kühler: As a full-service provider for retail real estate, we plan and manage a variety of renovation and modernization projects in the shopping centers we manage. This includes different project types, budgets, project teams, milestones, risks, status information, and contract data. Our goal was to centralize and clarify this information and improve evaluation capabilities.
The number, diversity, and complexity of projects have increased enormously in recent years, and existing tools could no longer map and manage them optimally. Information was distributed across various locations, and we had to communicate a lot manually. We therefore decided to develop a new software solution based on the Microsoft Power Platform.
What does the new solution look like?
Simon Krippner: At the center is a model-driven app based on the Microsoft Power Platform. Project managers create new main projects there and manage the respective subprojects. Depending on the department and project type, the system displays different information, fields, functionality, and sub-applications. The new solution ensures that all departments involved in a renovation or modernization measure can work within the applications and functions they need. Everyone sees the same information and knows the project’s current status. It was also very important to us that the new solution integrates well with our existing IT landscape.
Starting Situation
The number, diversity, and complexity of projects have increased enormously in recent years and can no longer be optimally mapped and managed using existing tools.
Solution
Model-driven app based on the Microsoft Power Platform with embedded Canvas-app-based custom pages and Power BI reports.
Technologies
Microsoft Power Platform, Power Apps, Power BI, Power Automate, Entra security groups, Microsoft Planner Premium, Microsoft Teams, Solution2Share Teams Manager.
Usage
Approximately 200 users planned, approximately 200 projects, or over 450 main and subproject datasets in the system (per year).
Go-live
May 2026
Benefits
Central project overview, context-dependent functionality, integrated reporting, role-based permissions, customer-side admin capabilities.
What project information does the application manage?
Simon Krippner: In the app, our project teams see project metadata, project phases, subprojects, project teams, milestones, risks, contract information, approvals, and status updates. It also integrates budget and business plan information.
Ralf Kühler: All relevant project information is either directly visible in the MPM or stored in the associated Microsoft Teams and is therefore also accessible via the MPM. We wanted to ensure no other “truths” about project information existed outside the MPM.
It’s particularly helpful that permissions are automatically considered. When you add a team member to a project, they receive the appropriate access rights, including access to the Teams space and MS Planner. At the same time, Entra security groups handle role-based permissions in the background.
What role do the embedded sub-applications play?
Ralf Kühler: We have three central sub-applications: Approved Budget, Budget Planning, and Business Plan. Which of these is displayed depends on whether it is a main project or a specific subproject. For example, at the main project level, it focuses on budgets to be approved. For construction subprojects, the application adds budget and business plan functionality. Other subproject types require only parts or simpler variants. The application therefore recognizes the project context and provides exactly the functionality needed there.
This sounds like a very customized solution. How much of this can the customer control?
Harald Tingelhoff: A lot. We made sure that central structures could be maintained independently via an admin interface. These include cost groups, cost group hierarchies, business units, and objects. This means ECE employees don’t need our development services for every adjustment; they can manage and further develop many settings themselves.
Our approach: clients should be able to handle as much as possible independently. Furthermore, our solutions should not only map the current process but also grow with the customers.
How is reporting integrated?
Simon Krippner: The Power BI reports are embedded directly in the application. Users therefore do not have to switch to a separate system but see relevant KPIs directly within the project context. At the main project level, a general overview shows project information, status, milestones, risks, and financial KPIs. Similar overviews are available for subprojects and vary by project type.
This integration improves the solution’s usability in everyday business operations. Our project teams work in one interface and find both operational project information and evaluations there. It is particularly valuable that reports are pre-filtered within the respective project context.
Ralf Kühler: When reporting, we consider two levels. First, each project manager creates project-specific reporting monthly. This combines existing information such as milestones, risks, and project goals with the project manager’s individual assessment of the project status. Second, management reporting consolidates data from multiple projects, for example, by project type. This gives us transparency beyond the individual project and supports project controlling by tracking the quality and timeliness of project data.
The project status is deliberately maintained manually. Why?
Ralf Kühler: The status is not purely a mathematical indicator. It’s not just about automatically reading out data from the MPM database and calculating a traffic light value from it. Project managers should consciously assess how the project currently stands. Are there any risks? Is everything in the green, or does it need attention? This manual assessment adds value because it includes experience and project knowledge. The project manager’s status is combined with up-to-date data from other modules in the MPM and then consolidated into a PowerPoint status report, which can be exported as a PDF, for example.
What technical challenges were there?
Harald Tingelhoff: A major challenge was connecting the use case, permission hierarchy, and data model. The application must display different fields, functionality, and sub-applications depending on the project type. At the same time, permissions must work correctly. In addition, the Power BI reports had to be embedded and loaded in the appropriate project context.
Externally, it looks seamless. Technically, there is a lot of logic behind it, including JavaScript, HTML elements, tables, and environment variables. This was necessary so the reports and embedded apps function correctly across different stages and still display in the right context.
Do you have any feedback on the solution yet?
Ralf Kühler: The go-live took place in early May 2026. We have been working productively with the solution since then. The feedback from specialist departments and project stakeholders was generally very positive. Users are getting along well with the MPM solution, and there has been a lot of praise for both its usability and how we prepared for go-live, including an intensive training program and weekly Q&A sessions where users can get help and share ideas. Of course, after a go-live, there are always findings, operational questions, and many ideas for what else could be done. I have been involved in IT projects for 25 years, mostly software development, and never had a go-live that ran as smoothly as this project – and the solution fulfills exactly the purpose for which we built it. We are very happy.
And how will things continue after the go-live?
Simon Krippner: The solution is designed so that we can further develop it. We already have ideas for further expansion. For us, this is not a one-off project but a platform that can grow step by step with our requirements.
What made the collaboration with Arineo special?
Simon Krippner: Arineo didn’t simply take over what was already there but critically examined what makes sense and what doesn’t. That was important to us. We didn’t want a technical repair of an existing solution, but a sustainable foundation for our multiproject management.
The collaboration was also constructive. We established direct communication channels, openly discussed problems, and developed solutions together. I particularly appreciated that the Arineo employees really wanted to understand our topics and backgrounds and didn’t simply seek the path of least resistance.
Simon Krippner, IT-SCO, ECE
The collaboration with our contact persons was open, direct, and solution-oriented. Especially in the time-critical phases, the Arineo team showed strong commitment and looked for pragmatic ways to advance the project.
Ralf Kühler, IT Portfolio Management, ECE
That really makes us happy. Thank you for the interview!
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