Es besteht allgemeine Reisebereitschaft
Challange
Die Reorganisation im Firmenkundenbereich als Teil des strategischen Konzernprojekts war aufgrund fehlendem IT Management deutlich in Delay und der Golive gefährdet. Es galt, eine realistische Planung aufzustellen und den Delay zu den anderen Projekten wieder aufzuholen. Mehr als 20.000 Kunden und mehr als 1300 Kundenberater mussten bereinigt und migriert werden.
Erfolgsstory
Ich übernahm die Steuerung der IT Umsetzung für die über 470 Systeme im Scope und konnte durch eine gezielte Betroffenheitsanalyse den Scope auf etwas über 110 Systeme reduzieren. Durch Umstrukturierung des Projektteams und aufsetzen einer Planung als Mix aus klassischem Wasserfall und Agile Sprints konnten wir den Delay aufholen, die Systeme für die Umsetzung anpassen und die Migration der Kunden und Berater quasi fehlerfrei durchführen. In Time, Quality und Budget.
Challange
Implementation of Markets in Financial Instruments Regulations enhancements in the Investment Banking area was far behind schedule, testing of more than 100 flows were not properly set up in terms of planning and staffing and less than 4 months before go-live.
Success Story
I run the project according to banks PMF and TMF, created a controlled ground for testing, set up a test planning and aligned it will all involved stakeholder; hiring and ramping up a capable test team, adopting test approach and methodology and creating transparency throughout the chain, helped keeping milestones, report to senior management and delivering testing in time and quality.
Herausforderung
Das überarbeitete Payment Services Directive (PSD2) mit der
technischen Basis RTS (Regulatory Technical Standards) ist zwar
definiert, aber die Definition der benötigten Interfaces im
Zusammenspiel mit den beteiligten Stakeholdern ist die eigentliche
Herausforderung und offen.
Erfolgsstory
Ich habe das Projekt aus einem Team von Finance und IT Architekten intern & extern gestrafft und das technische Design der Banken Schnittstellen gemäß den Vorgaben der Berlin Group als Template erstellt. Parallel wurden die Möglichkeiten der Blockchain Technologie in diesem Zusammenhang evaluiert und konkrete Vorschläge unterbreitet.
The international roll-out of standard processes required homogeneous security & access management systems. International stakeholders had to be inspired and guided to retire their legacy systems and transform to central, homogeneous systems.
Technical expertise in SAP roles & authorization / SAP GRC helped me designing a suitable solution while international networking and people skills helped me convincing relevant stakeholders; managing the functional implementation was then the final step.
Project Access Management & Compliance (AMC) faced organizational and technical problems; the senior program management asked me to take over the responsibility, set up a new organization and stabilize the systems.
I managed to turn AMC from a problem child to the core project of the program; convinced and supported the line-organization to stabilize the systems; set up the first aligned demand-to-solution process for roles, access management and compliance in the program.
There were no project portals set up in the program and this endangered the go-live of rd. 80.000 users. Portal processes had to be implemented and promoted through the company to establish a user acceptance.
The managing director recommended me for this position; I took over the responsibility, set up a team from scratch, defined the architecture incl. ERP systems, portals and I&AM systems as platform-as-a-service and managed to provide all required portal processes to rd. 80.000 users in time. [Name on request] letter of thanks for this is enclosed as reference.
INES was the company-own largest finance system but the architecture was out-date and expensive, too. Retirement and substitution had to be conceptualised, business cases to be created and stakeholders to be convinced. In parallels daily operation had to be ensured.
As an interim manager, I reorganized the operations team efficiently, developed an architectural concept for the transition to the future architecture reducing the TCO and satisfying stakeholders. On top I develop and initialize a retirement plan for the system landscape.
A new portal had to be conceptualized, serving 120.000 users as a self-service platform. User management and end-user acceptance were the major tasks; all within a limited time and budget with different stakeholders involved from all management levels.
I determined the architecture, conceptualized the user management and convinced the senior management using the pre-existing INES portal for user acceptance and TCO-reduction through synergy.
CRM Mobile Sales solution needed for the customer, SAP was not able to deliver a solution for handhelds, a concept had to be created.
I conceptualized the first-ever SAP Mobile Sales Online solution incl. a proof-of-concept in cooperation with the Blackberry company, steering an offshore development team; the resulted product was sold as SAP Success Story worldwide afterwards.
Challenge
IT infrastructure and processes were rudimentary and out-dated, staff disoriented, TCO too high. Head of IT was overstrained with the requirements of senior management. 24/7 operations had to be ensured.
Success Story
After a 6 months adjustment time, I was named head of IT; convincing the team as well as the senior management, I implemented a new, flat hierarchy enabling the staff to improve themselves and run the systems efficiently. Out-dated IT was substituted by customized web processes as self-service and “paperless office” was established.
06/2014 ? 10/2019 (voraussichtlich)
Studium Doctor of Business Administration (DBA) berufsbegleitend
University Bradford University School of Management
Abschluss Doktor (Dr.)
02/2010
Studium SAP Certification
University University of Applied Sciences Mainz / SAP AG
Abschluss SAP certified Solution Architect
10/2001 ? 07/2008
Studium Informatik und Physik
University Goethe Universität Frankfurt
Abschluss Diplom-Informatiker
[Name auf Anfrage], geboren 1978, ist Diplominformatiker und zertifiziert SAP Solution Architect und arbeitet seit Jahren als Senior Project Manager & IT Architect im nationalen und international Projektumfeld.
Nach seiner Zeit als Abteilungsleiter der IT bei einer großen Versicherungsgesellschaft startete er seine SAP Karriere zunächst als Technical Consultant und ABAP Developer. Durch seine zahlreichen Projekteinsätze und Fortbildungsmaßnahen entwickelte er sich über die Jahre zum Senior Project Manager.
Nachdem er lange ein internationales, strategisches SAP Rollout Projekt für einen führenden Telekommunikationsanbieter leitete, arbeitet er derzeit an den Themen Bankenregulierungen und Blockchain Technologie. Parallel schreibt er an seiner Doktorarbeit im Bereich Management (DBA).
Es besteht allgemeine Reisebereitschaft
Challange
Die Reorganisation im Firmenkundenbereich als Teil des strategischen Konzernprojekts war aufgrund fehlendem IT Management deutlich in Delay und der Golive gefährdet. Es galt, eine realistische Planung aufzustellen und den Delay zu den anderen Projekten wieder aufzuholen. Mehr als 20.000 Kunden und mehr als 1300 Kundenberater mussten bereinigt und migriert werden.
Erfolgsstory
Ich übernahm die Steuerung der IT Umsetzung für die über 470 Systeme im Scope und konnte durch eine gezielte Betroffenheitsanalyse den Scope auf etwas über 110 Systeme reduzieren. Durch Umstrukturierung des Projektteams und aufsetzen einer Planung als Mix aus klassischem Wasserfall und Agile Sprints konnten wir den Delay aufholen, die Systeme für die Umsetzung anpassen und die Migration der Kunden und Berater quasi fehlerfrei durchführen. In Time, Quality und Budget.
Challange
Implementation of Markets in Financial Instruments Regulations enhancements in the Investment Banking area was far behind schedule, testing of more than 100 flows were not properly set up in terms of planning and staffing and less than 4 months before go-live.
Success Story
I run the project according to banks PMF and TMF, created a controlled ground for testing, set up a test planning and aligned it will all involved stakeholder; hiring and ramping up a capable test team, adopting test approach and methodology and creating transparency throughout the chain, helped keeping milestones, report to senior management and delivering testing in time and quality.
Herausforderung
Das überarbeitete Payment Services Directive (PSD2) mit der
technischen Basis RTS (Regulatory Technical Standards) ist zwar
definiert, aber die Definition der benötigten Interfaces im
Zusammenspiel mit den beteiligten Stakeholdern ist die eigentliche
Herausforderung und offen.
Erfolgsstory
Ich habe das Projekt aus einem Team von Finance und IT Architekten intern & extern gestrafft und das technische Design der Banken Schnittstellen gemäß den Vorgaben der Berlin Group als Template erstellt. Parallel wurden die Möglichkeiten der Blockchain Technologie in diesem Zusammenhang evaluiert und konkrete Vorschläge unterbreitet.
The international roll-out of standard processes required homogeneous security & access management systems. International stakeholders had to be inspired and guided to retire their legacy systems and transform to central, homogeneous systems.
Technical expertise in SAP roles & authorization / SAP GRC helped me designing a suitable solution while international networking and people skills helped me convincing relevant stakeholders; managing the functional implementation was then the final step.
Project Access Management & Compliance (AMC) faced organizational and technical problems; the senior program management asked me to take over the responsibility, set up a new organization and stabilize the systems.
I managed to turn AMC from a problem child to the core project of the program; convinced and supported the line-organization to stabilize the systems; set up the first aligned demand-to-solution process for roles, access management and compliance in the program.
There were no project portals set up in the program and this endangered the go-live of rd. 80.000 users. Portal processes had to be implemented and promoted through the company to establish a user acceptance.
The managing director recommended me for this position; I took over the responsibility, set up a team from scratch, defined the architecture incl. ERP systems, portals and I&AM systems as platform-as-a-service and managed to provide all required portal processes to rd. 80.000 users in time. [Name on request] letter of thanks for this is enclosed as reference.
INES was the company-own largest finance system but the architecture was out-date and expensive, too. Retirement and substitution had to be conceptualised, business cases to be created and stakeholders to be convinced. In parallels daily operation had to be ensured.
As an interim manager, I reorganized the operations team efficiently, developed an architectural concept for the transition to the future architecture reducing the TCO and satisfying stakeholders. On top I develop and initialize a retirement plan for the system landscape.
A new portal had to be conceptualized, serving 120.000 users as a self-service platform. User management and end-user acceptance were the major tasks; all within a limited time and budget with different stakeholders involved from all management levels.
I determined the architecture, conceptualized the user management and convinced the senior management using the pre-existing INES portal for user acceptance and TCO-reduction through synergy.
CRM Mobile Sales solution needed for the customer, SAP was not able to deliver a solution for handhelds, a concept had to be created.
I conceptualized the first-ever SAP Mobile Sales Online solution incl. a proof-of-concept in cooperation with the Blackberry company, steering an offshore development team; the resulted product was sold as SAP Success Story worldwide afterwards.
Challenge
IT infrastructure and processes were rudimentary and out-dated, staff disoriented, TCO too high. Head of IT was overstrained with the requirements of senior management. 24/7 operations had to be ensured.
Success Story
After a 6 months adjustment time, I was named head of IT; convincing the team as well as the senior management, I implemented a new, flat hierarchy enabling the staff to improve themselves and run the systems efficiently. Out-dated IT was substituted by customized web processes as self-service and “paperless office” was established.
06/2014 ? 10/2019 (voraussichtlich)
Studium Doctor of Business Administration (DBA) berufsbegleitend
University Bradford University School of Management
Abschluss Doktor (Dr.)
02/2010
Studium SAP Certification
University University of Applied Sciences Mainz / SAP AG
Abschluss SAP certified Solution Architect
10/2001 ? 07/2008
Studium Informatik und Physik
University Goethe Universität Frankfurt
Abschluss Diplom-Informatiker
[Name auf Anfrage], geboren 1978, ist Diplominformatiker und zertifiziert SAP Solution Architect und arbeitet seit Jahren als Senior Project Manager & IT Architect im nationalen und international Projektumfeld.
Nach seiner Zeit als Abteilungsleiter der IT bei einer großen Versicherungsgesellschaft startete er seine SAP Karriere zunächst als Technical Consultant und ABAP Developer. Durch seine zahlreichen Projekteinsätze und Fortbildungsmaßnahen entwickelte er sich über die Jahre zum Senior Project Manager.
Nachdem er lange ein internationales, strategisches SAP Rollout Projekt für einen führenden Telekommunikationsanbieter leitete, arbeitet er derzeit an den Themen Bankenregulierungen und Blockchain Technologie. Parallel schreibt er an seiner Doktorarbeit im Bereich Management (DBA).
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