KHR migration, Border implementation, Pipacs implementation, KDWH, DWH, iDWH development, Riporting development, 11 systems? development

• SAP R3 ERP development, migration, merge of MKB Bank and Takarékbank
  • SAP R3 ERP development and migration regarding the following modules: SAP SL, FI, AM, CO, MM, SD
  • Gap analysis, BRS, HLD, Migration documents created 
  • Colleagues of 3 banks had to work together, difficulty in previously using completely different systems
  • MBH Bank successfully implemented SAP ERP / Unified general ledger, unified asset management, customer accounting, supplier accounting were realized, processes were harmonized. 
  • Managing all phases of the project, taking into account the availability of budget and resources, the dependencies of other projects in order to deliver on schedule
  • Task orchestration, delivery, change and escalation management
  • Responsible for shipments, solution/scope collection, cutover plan, go-live support
  • Precise, comprehensive project planning and controlling, cost control, resource management, prioritization of must have requirements - including Project plan, Issue list, Risk log, CR log, Deliverable list
  • Managing contracting with the suppliers
  • Defining project organizational structure, project milestones, supporting the project team to ensure business requirements
  • Preparing and presenting Steering Committee reports including status of the project, escalation points and decision proposals
  • Clear communication and project administration monitoring
  • Working with business experts, users, software developers, IT, enterprise and solution architects, infrastructure experts, operators
  • Challenges:
    • Harmonization of 3 completely different company cultures, infrastructures, processes, methodologies during legal and operational fusion
    • Selecting systems, connecting systems in 3 different infrastructures until achieving to-be architecture
    • Prioritization, getting resources, budget and delivering on-time among 55 projects (with more than 2 000 active project members)
    • Motivating people and teambuilding during permanent working overtime and being conscious of potential future cutback
    • Migration tasks

• SAP R3 ERP implementation in MKB and BB, development and migration from Oracle and DAX to SAP
  • SAP R3 ERP implementation in the future bank, MBH Bank. SAP selected from 3 systems in the tender
  • Implemented modules in MBH: SAP SL, FI, AM, CO, MM, SD
  • Gap analysis, BRS, HLD documents created, development and migration required in both phases. 
  • Colleagues of 3 banks had to work together, difficulty in previously using completely different systems
  • Merge of MKB Bank and Budapest Bank, R3 ERP implementation, migration
  • Resu?lt: MBH Bank successfully implemented SAP ERP / Unified general ledger, unified asset management, customer accounting, supplier accounting were realized, processes were harmonized. 
  • Next milestone in MBH Bank: SAP S4/HANA implementation in 2025 according to the strategic roadmap
  • Managing all phases of the project, taking into account the availability of budget and resources, the dependencies of other projects in order to deliver on schedule
  • Task orchestration, delivery, change and escalation management
  • Responsible for shipments, solution/scope collection, cutover plan, go-live support
  • Precise, comprehensive project planning and controlling, cost control, resource management, prioritization of must have requirements - including Project plan, Issue list, Risk log, CR log, Deliverable list
  • Managing contracting with the suppliers
  • Defining project organizational structure, project milestones, supporting the project team to ensure business requirements
  • Preparing and presenting Steering Committee reports including status of the project, escalation points and decision proposals
  • Clear communication and project administration monitoring
  • Working with business experts, users, software developers, IT, enterprise and solution architects, infrastructure experts, operators
  • Challenges: 
    
    • Harmonization of 3 completely different company cultures, infrastructures, processes, methodologies during legal and operational fusion
    • Selecting systems, connecting systems in 3 different infrastructures until achieving to-be architecture
    • Migration tasks

• Implementing a new system due to law regulations with 2 suppliers
• Managing from implementation phase until go-live phase
• Managing all phases of the project, taking into account the availability of budget and resources, the dependencies of other projects in order to deliver on schedule
• Task orchestration, delivery, change and escalation management
• Responsible for shipments, solution/scope collection, cutover plan, go-live support
• Precise, comprehensive project planning and controlling, cost control, resource management, prioritization of must have requirements - including Project plan, Issue list, Risk log, CR log, Deliverable list
• Managing contracting with the suppliers
• Defining project organizational structure, project milestones, supporting the project team to ensure business requirements
• Preparing and presenting Steering Committee reports including status of the project, escalation points and decision proposals
• Clear communication and project administration monitoring
• Working with business experts, users, software developers, IT, enterprise and solution architects, infrastructure experts, operators
• Parallel lead of following projects: Operational, SAP, Mendix
• Challenges:
  • Slow progress without adequate internal business and operational competencies thus more phases and releases were needed as planned
  • Only must have requirements were delivered thus achieving smooth BAU operation is partially possible

• Merge project ? merge of two banks (a foreign bank and a subsidiary) according to the mother company?s guideline. I managed directly 6 colleagues in project team of 30, and coordinated 300+ colleagues (incl. every head of departments) from the 3 organizations
• Instant Payment project - Complex, IT and business departments related project with an international supplier, coordinating a project team of 60+, parallel Scrum master on an agile software development project
  • Manage the whole project lifecycle from initiation, planning through monitoring, reporting and finally testing, delivering and managing post go-live support
  • Precise, comprehensive project planning and controlling, cost control, resource management
  • Defining project organizational structure, define and track project milestones, supporting the project team to ensure business requirements
  • Preparing and presenting management reports (Steering Committee, Operative Committee, Management Committee), including status of the project and decision proposals
  • Clear communication and project administration monitoring
  • Organizing and facilitating scrum events
  • Guiding delivery teams to self-organize and achieve objectives
  • Facilitating discussions, decision-making, and conflict resolution
  • Coaching team members
  • Challenges: 
    
    • International environment, different bank operations
    • Coordinating 300+ colleagues in 2 banks
    • Harmonization of the organization, the processes, methodologies
    • Technology decisions, hardware upgrading, defining to-be architecture
    • Learning, adjust?ing and adapting new technologies, new practices, initiatives