Mission:
Program and project management of data management projects
Task:
Project Manager for data management
Responsible for the implementation of the data management strategy of the Boerse Stuttgart (Release Management: Scope definition of rapid releases, change management during the development phase, coordination with software development department and supplier management) including architecture compliant development of a stock exchange core system with the goal to control and reduce the developing and operating costs. Consulting on methods and tools for the sustainable improvement and maintenance of the master data quality.
Challenges:
Supremely agile environment with a maximum change frequency (partly even daily). Ambivalent, on both sides often adverse relationship between IT and the department. Lack of expertise in the department had to be provided by the IT. No established processes which could have supported or secured binding targets and sustainable results.
Extremely short project duration in regard to the specified method. Parallel management of 5 projects including technical cooperation in the requirements management process.
Implementation of sustainable release and change management processes.
Specials:
The responsible project manager was expected to provide an exceptionally high level of detail in project planning and documentation. The requirements relating to professional competence were above average.
By detailed, comprehensive planning and documentation of:
- deadlines
- resources
- costs
- risks
- dependencies
the stakeholders, decision makers and executive board members were able to get a detailed and transparent project status at any time.
Important: No budget release without proof of ROI.
Analyses:
Economics (ROI), risks, dependencies, business process impact
Project Life Cycle:
Complete: Initiation including budget request, planning, development, test, operational handover
PM Method:
Project Excellence, own method of Boerse Stuttgart to support agile software development projects
Assignment Date:
03/2010 − 06/2011
Project Category:
Software development and implementation
Role/Function:
Program Manager and Principal Project Manager
Team Size:
Average 15
Reporting:
Weekly costs and progress, monthly steering committee and detailed executive committee
Management Attention Level:
Board level
Duration:
16 months
IT Platform/Technology:
UNIX, Oracle, MSSQL, stock exchange applications
Mission:
Multi−level Project Management in the SMARAGD environment with a focus on: Management Consulting, Strategy Consulting, Architectur Consulting
Task:
Overall responsibility for the achievement of customer requirements. Development and detailing of concepts in the EDM environment, especially with regard to the customers' business processes. Development of innovative total solution strategies (technical and commercial) for complex problems. Contact on top management level. Continuous identification of optimization and further development potentials and derivation or definition of business-relevant projects. Project management of complex and global implementation projects in the PLM environment. Design of outsourcing contracts. Development of concepts to increase efficiency and performance. Validation of existing strategies and their extensions.
- Creation of architectural models and derivation of the necessary operating models.
- National and international project management of new releases
- Project management of national and international platform changes
- National and international project management to connect new suppliers & companies
- Project management of national and international outsourcing contracts including content assistance with the preparation of an outsourcing contract with a central operating offshore component
- Project management during a transition, including the implementation of a 2nd level offshore service in Brazil among other things.
- Complexity Management (IT cartography) with the objective of gathering and visualising all SW, HW, services, connections and dependencies.
Challenges:
Multicultural and multinational cooperation. Workshops, contract design and contract negotiations with colleagues from Japan and America. Coordination of tasks across all time zones.
Permanent coordination of customer requirements with the implementation results of the software development. The "inertia" of a very big company.
The difficulty of finding the perfectly fitting resources for a special task in such a big company and of ensuring the cooperation of these resources/people in accordance with the processes.
Specials:
A very large organization which is characterized by permanent "political" disputes. High project budgets and a variety of projects which are partly controlled by completely different boards. High number of dependencies, both technically and commercially.
In release changes, the "straight forward" strategy was applied. In this case that means: A failure or a fallback is a priori excluded.
Analyses:
Economics (ROI), risks, dependencies, business process impact
Project Life Cycle:
Partially: Planning, implementation, test, operational handover
PM Method:
HoustonIT, Daimler internal PM method, almost like PMI
Assignment Date:
06/2006 − 02/2010
Project Category:
ITSM Mission Critical Operations −> Daimler term
Role/Function:
Principal Consultant and Project Manager
Team Size:
10 internal and 30 external resources. During release changes up to 200 resources worldwide
Reporting:
Weekly costs, risks and progress to the responsible Daimler Manager
Management Attention Level:
Senior Management = department manager, business unit manager
(department size 100 internal, 200 external employees, a business unit consists of appr. 10 departments)
Duration:
45 months
IT Platform/Technology:
C/S on UNIX and Windows, PLM applications
Mission:
Multi−level project management in the IT merger and Senior Consultant of the Customer Program Manager
Task:
During the merger of the Suedwest−LB, Landesgirokasse and Landesbank BW Diamond, the program called "Diamond" simultaneously led a variety of IT environments in the joint multi-migration platform "Diamond" together. The original plan of the program required time-wise and technically a "precision landing". My responsibilities were as follows:
Project management and coordination, scope and target definition and tracking, content definition of work packages and subprojects, coordination of tasks and staff, budget responsibility for the contracted scope, Functional responsibility in the project for all employees, consulting and coordination of functional as well as commercial issues with the LBBW program management.
Challenges:
There were already two projects (Jade and Jade 2) with the same scope that both failed due to the resistance of the internal (IT-) staff.
A very large project with high potential for escalation and at first daily escalations up to program management level.
Inconsequent implementation of the detailed processes on the side of the customer and underestimate of the technical reference setting as the most important data basis and therefore of the essential foundation for the further project approach. This led to a highly reactive course of the project, significant project extensions and budget overruns.
Two fighting service providers. Effectuating a decision for this duel. Phase-out and replacement of the service provider with the consulting contract by the service provider with the implementation responsibility..
Specials:
Daily rolling forecast with a full-time employee for budget tracking and reporting. 32 change requests during the project changed the originally ordered scope and led to almost a doubling of the originally planned budget.
42 additional commissions and project prolongations led to high communication and discussion needs with the customer.
In addition to the rollout expenses per unit and the expenses for hardware, about 11 project man-years of different skill categories had to be added in total. The total budget of the service provider was 16.8 Mio. DM.
Analyses:
Economics (ROI), risks, dependencies, business process impact
Project Life Cycle:
Complete: Initiation including budget request, planning, implementation, test, operational handover
PM Method:
No specification
Assignment Date:
08/2000 − 11/2001
Project Category:
Merger, fusion migration from 3 EX IT basic platforms to one shared
Role/Function:
Project manager of the service providers and consultant of the customer program management
Team Size:
About 100 employees, of which 60 employees were on site with substitutes and about. 40 employees were in the backoffice and production
Reporting:
Daily meeting on the status quo, weekly Executive Committee
Management Attention Level:
Program management and Executives
Duration:
16 months
IT Platform/Technology:
C/S on OS/2 and NT, finance applications
Project IT Carve out MBtech / Daimler, 06/12 − 02/13
Reference from Head of IT Network & Infrastructure, MBtech Group GmbH & Co. KGaA, date 20.10.13
"In his role as Principal Consultant in the topics "Transition Management & Lead Architect” regarding our Daimler Corporate Network −> MBtech Corporate Network migration project. He is a person of confidence. He perfectly fulfilled his mission with extremely effective. He is getting things done in a difficult human and technical situation. He knows how to be strong and he gets results from the team. He gives good advices on human an technical topics. One person who may to rely on. He has good knowledge of IT MBtech and Daimler. He owns the right contacs. It was a pleasure to work with him."
Project consisting of different projects in the PDM / EDM operating (software and infrastructure) environment, date 01/07 − 12/09
Reference done by an automotive manager (> 250 000 MA), date 06.12.09
"In his roles as a Principal Consultant and Senior Project Manager, he has absolutely independent, with a lot of commitment and initiative, fulfilled all his duties. Thanks to his in−depth expertise in conjunction with exceptional communication skills and his loyalty, we got in all our projects the best possible support."
Project consisting of different projects, 11−11/99 − 10/2000
Reference done by human resources director, company CompleTel, date 23.10.00
"1. CompleTel, Muenchen, Carrier Business, ISP/ASP.
Project manager at a carrier for the following projects: XDSL Test setting, setup and operation.
Design and Implementation of a Network−System−Management HP−Openview. Planning and implement a backup & restore solution. Project Manager for on−site operations team.
2. CompleTel, Haar, IT Operation Manager for Germany.
Operations, personnel, budget and technical responsibility for the complete IT operations in Germany, consisting of: LAN/WAN, Data Center (NT/UNIX) including all housed and hosted systems oft he customers.
The consultant has very independent with a lot of initiative fully met its interim tasks. Super support thanks to its exemplary commitment."
Datacentre move, migration, and consolidation in several phases with concurrent migrations on new infrastructure, new Connectivity−/Hosting−Provider and new BCM−datacentres. Via functional integration synergies will be identified, which will be iteratively implemented in the IT−organizations of the two enterprises.
Assignment date: 03/2015 −
Project category: Infrastructure
Role/function: Principal Consultant & Multi−Project Manager
Runtime: ongoing
IT platform/technology: WAN−/MAN, AIX− and WinTel−Infrastructure, heterogeneous application scenery
Creation of a product concept catalogue for the choice of ITSM−Tools. Company of the selection procedure including Proof of Concept and introduction of all necessary, preparatory measures for the implementation of the new ITSM−Tools.
Assignment date: 03/2015 − 04/2015
Project category: ITSM
Role/function: Principal Consultant
Runtime: 2 months
IT platform/technology: Heterogeneous application scenery, three−tier architecture, on the basis of Java EE, C++, 4GL
Assignment date: 01/2015 − 02/2015
Project category: Software development
Role/function: Principal Consultant
Runtime: 2 months
IT platform/technology: Heterogeneous application scenery, three−trier architecture, on the basis of Java EE, C++, 4GL
Buildup of an operations team, design of the future service delivery model, implementation and coordination of the necessary process adjustments. Active support of the re−transition phase (insourcing of the application operation from an external service provider). Supervising and coordinating the re−integration process of the application operation into the ProSiebenSat.1 Media AG .Buildup, active management and coordination of service processes of the 2nd level support for our application portfolio in collaboration with our offshore service providers in India and Malaysia. Development of a concept for knowledge transfer: Training planning including knowledge transfer to new employees of the operations team and when required to the solution owner.
Monitoring the creation and update of the operational documentation: inventory, revision , alignment and extension of the necessary application operation documentation. Checking the monitoring process for the application operation and if required revisions/adjustments with respective implementation. Ensuring that the KPI−Reporting is detached after the transition of the defined applications to APP. Preparation of transition completion criteria and active managment of it.
Assignment date: 02/2014 − 12/2014
Project category: ITSM, Insourcing Application Operation
Role/function: Principal Consultant & Temporary Teamlead Application Operation
Runtime: 10 months
IT platform/technology: C/S with UNIX derivatives & Windows, heterogeneous application landscape
A longterm quality and cost−effectiveness improvement of an application helpdesk in an application environmet with high complexity through sustained action and coaching.
Comprehensive GAP and SWOT analysis were performed and evaluated. An action plan was defined and implemented. The goal was the implementation of a sustainable CSI process. This process and all the derived needed actions shall short−term (2 months) not allocate any additional ressources and medium term (after 3 months) the ressources shall be relieved.
Assignment date: 09/2013 − 12/2013
Project category: ITSM
Role/function: Principal Consultant and Coach
Runtime: 4 months
IT platform/technology: C/S Windows in E/E Test− and defects management
Lead architect in an infrastructure and application project. Inventory of all necessary applications for a working close to the production target infrastructure. Assigning all necessary infrastructure components and basic services. Creating an action plan to achieve the objectives. Decision memo for IT management and the board with the following contents: Next steps and costs.
Assignment date: 03/2013 − 05/2013
Project category: Infrastructure− / Applikation architecture
Role/function: Principal Consultant and Lead Architect
Runtime: 3 months
IT platform/technology: C/S with UNIX derivatives & Windows, heterogeneous application landscape
"Carve Out" Transition Manager and Lead Architect for future Data Center and the MCN (MBtech Corporate Network). Worldwide implementation of, with the new provider mutually designed & agreed infrastructure and network design incl. network security. Connecting all locations (DE, EMEA, NAFTA, APAC). Definition of migration methods & tests cases to the new infrastructure. Migration planning, monitoring and coaching.
Assignment date: 07/2012 − 02/2013
Project category: Carve out, Infrastructure
Role/function: Principal Consultant (Transition Manager & Lead Architect)
Runtime: 8 months
IT platform/technology: Data center infrastructure, various Cisco based network technologies, appliances, Windows server
Definition, design (content & sequence) and management of the necessary pre−projects for "Windows 7 readiness" in the international MBtech environment. The readiness covers all requirements in the server/client environment (eg MS SCCM, Server 2008 ...) of the customer. Buildup the new infrastructure, including pilot rollout, adapting the business processes and the relevant detailed concepts and specifications.
Assignment date: 03/2011 − 06/2012
Project category: Roll out Windows 7, infrastructure
Role/function: Principal consultant and Project Manager
Runtime: 15 months
IT platform/technology: Windows client/server
Responsible for the implementation of data management strategy of the Stuttgart Stock Exchange (Release Management: Scope definition of rapid releases, change management during the development phase, coordination with software development department and supplier management) einschl. Including architecture compliant development of an stock exchange core system with the goal to control and reduce the development and operating costs. Consulting on methods and tools for the sustainable improvement and protection of the master data quality.
Assignment date: 03/2010 − 06/2011
Project category: Software development
Role/function: Principal Projekt Manager, Program Manager
Runtime: 16 Monate
IT platform/technology: UNIX, Oracle, MSSQL, finance and stock exchange applications
Project Management and global Problem Management, im in the Daimler EDM/PLM environment (SMARAGD). Identification of optimization and further development potential. Design of outsourcing contracts. Derivation and definition of projects, including project management.
Examples:
- Project management nationally and internationally for new releases
- Project management at national and international platform changes
- Project management nationally and internationally for the connection of new suppliers or new companies
- Project management at national and international outsourcing contracts of course content assistance in the preparation of an outsourcing contract with a central operating offshore component
- Project management during a transition, inter alia implemetation of a 2nd level offshore service in Brazil
- Complexity Management (IT cartography) with the objective of gathering and visualization of all SW, HW, services, connections and dependencies
Assignment date: 06/2006 − 02/2010
Project category: Application operation and development worldwide, data center infrastructure
Role/function: Principal Projekt Manager and Consultant
Runtime: 45 months
IT platform/technology: C/S running on UNIX and Windows. PLM applications
Design of a transaction−oriented outsourcing contract. Creating a globally valid service delivery and operation model for the standardization of a global automotive development environment with about 8000 clients (UNIX+WinTel).
Core subjects are: Client product description (end to end services) based on statements of work which are bundeled in a deliverable service catalog, Standardized SW / HW cart with role−based software profiles which are mapped into a DSL / DHL and are available worldwide, Service Desk as a Single Point of Contact, Accounting and Billing (cost/seat). Permanent communication / coordination and workshopwith colleagues from U.S. and Japan and of course accompanying the transition.
Assignment date: 06/2005 − 05/2006
Project category: IT service design & conception, worldwide
Role/function: Principal Consultant and Projekt Manager
Runtime: 12 months
IT platform/technology: C/S based on XP and UNIX, engineering applications
XP roll out including project planning, process design, rough & detailed concepts and reporting. Work packages >10. Applications > 200. Providing Windows XP readiness in the devolopment departments oft he comercial vehical division. Migration and roll out to Windows XP and Lotus Notes 6.5. Fully automated migration process. The scope includes also measuring computers and workstaions in test benches.
Assignment date: 06/2004 − 05/2005
Project category: Roll Out
Role/function: Principal Consultant and coaching the DaimlerChrysler Project Manger
Runtime: 12 months
IT platform/technology: C/S based on NT and XP, engineering applications
Startegy/architecture, rough and detailed concepts, implementation model, Planning including implementation of integrated homogenization/Standardization of a global enterprise desktop environment with approximately 100,000 clients. Definition of role−based product models, core subjects are: Client product description (end to end services) cinsisting of statements ot work bundeled in a catalog of products and services.
Standardized SW / HW cart with role based software profiles that can be mapped in a DSL / DHL and are available worldwide, Service desk as a single point of contact, accounting and billing. Pricing is based on cost per seat.
Assigment date: 12/2002 − 05/2004
Project category: IT service design & conception, worldwide
Role/function: Principal Consultant, Solution Architect
Runtime: 18 months
IT−Plattform/Technik: Windows Client/Server
Answering a request for proposal, the content includes an XP rollout in Stuttgart with a total of 19,000 computers. The scope is defined as follows: Project coordination and management, analysis of working environments, Preparations for migration, perform the migration, Nachbearbeitung der Migration. Conception and defining the rollout method "LowNoiseRollout".
Vorgesehene Technologie: AID und RIS in Verbindung mit SMS o.ae. Remote−Migrationsprozess. Komplexe logistische und organisatorische Prozesse, und dadurch entstehende Aufwaende werden minimiert.
Assignment date: 07/2002 − 10/2002
Project category: IT service design & conception
Role/function: Principal Consultant
Runtime: 4 Monate
IT platform/technology: Windows Client/Server
Answering and attending up tot he implementation a request for proposal for IT operating that was structured content in 9 Service Bundles:
Service desk for appr. 13,000 users, 8000 peripherals, Wintel platform C/S appr. 14500, Unix platform C/S appr. 2300, non standard platform appr. 80 Server, SAN/NAS, KIP−Appl.−Portfolio, TIS−Appl.−Portfolio, CAD−Appl.−Portfolio. Responsible for: Conception and migration method definition "SoftMotionMigration" (Transition of the current operating situation to the new operation model including the optimization projects without friction loss)
Assigment date: 03/2002 − 06/2002
Project category: IT service design & conception
Role/function: Senior Consultant
Runtime: 4 months
IT platform/technology: Windows, UNIX
Definition of processes and entrance criteria for the new standard client. Develop a "roadmap" with project content and budget for the different service bundles.
Goal: Cost per seat sevice model of all needed services, including logistics and financing.
Assignment date: 12/2001 − 02/2002
Project category: IT service design & conception, IT roadmap
Role/function: Senior Consultant
Runtime: 3 months
IT platform/technology: Windows Client/Server
Overall project manager and senior consultant of all 11 sub−projects with onsite 60 − and in the back office area / production of appr. 30 employees. Merger migration of 3 independent IT platforms of 3 banks on a joint/common platform. Associated with this was a roll of about 8000 C / S devices in branch and central area, a part of them were replaced (appr. 3000) and the rest oft he servers and client were individally refreshed. All clients got a personalized and secure software load. Images were not used.
Assigment date: 08/2000 − 11/2001
Project categorie: Roll Out
Role/function: Multilevel Project Manager
Runtime: 15 moths
IT platform/technology: C/S unter OS/2 und NT alle Topologien und branchenuebliche Applikationen.
Operations, personnel, budget and technical responsibility for the complete IT operations in Germany, consisting of: LAN/WAN, Data Center (NT/UNIX) including housing an hosting of all customer systems. Platform, service and process design. Design of the new, European back office solution with the main locations: Paris, Munich and London.
Assignment date: 01/2000 − 08/2000
Project category: Interim IT Management, Team lead
Role/function: Senior Consultant/IT−Betriebsmanager
Runtime: 8 Monate
IT platform/technology: Alles
Creating a draft for a request of information for a client operation in the BMW development division. The request of information draft document contains rough processes and functions "how to manage operation processes", as well as on a high level of abstraction the description of a holistic operational process including all needed functional documents and implementing instructions.
Assignment date: 12/1999 − 01/2000
Project category: IT service design & conception
Role/function: Senior Consultant
Runtime: 1 month
IT platform/technology: Windows Client/Server
Rough concept for homogenization and standardization of the future trading platform. The goal was: "technical IT infrastructure specification of TreNT" that was the conceptual realignment of the future IT infrastructure based on group standards, including requirements and visions of the tresaury department.
Assignment date: 12/1999
Project category: Infrastructure, conception
Role/function: Senior Consultant and coach of customer project manager
Runtime: 1 month
IT platform/technology: Windows environment, LAN/WAN, treasury applications
Ensure the year 2000 readiness for all clients and servers oft he HypoVereinsbank in Germany. Planning and control of the inventory process and evaluation of 30000 devices. Evaluation of the results and upgrade a client / server environment with about 8000 components. Design and process model. Coordination of all sub−areas. Action plan and deployment planning including escalation management.
Assignment date: 06/1999 − 11/1999
Projekt category: Infrastructure, Roll Out
Role/function: Senior Consultant, Project Manager
Runtime: 6 months
IT platform/technology: OS/2 Server/Clients
Subproject management during the merger of Bayerische Vereinsbank and Hypo Bank. Homogenization, move and reinstallation of 12,000 workplaces. Planning and project management. Guide the technician on site in application environments with high risk and heterogeneity (e.g. tradeing and IT organization). Installation and approval.
Assignment date: 09/1998 − 05/1999
Poject category: Infrastructure, IT move
Role/function: Subproject Manager, technical
Runtime: 9 months
IT platform/technology: PCs, LAN/WAN, all devices with host connection to IBM 3270.
Operating systems: OS/2,
Windows NT, Solaris .
