IT Program Manager Professional (PgMP) e-Business, SAP, Windows NT/2000¹

Project-Portfolio management of all projects and operations, covering strategic alignment, governance, performance, communication and risk with a budget of about CHF 7.2 million. Entire development of the business plan "VentureWork" which is based on the idea to pay project managers for project success. Development of an Excel-based project metrics System; development of a KPI performance measurement System. Entire design, development and execution of the training concepts to PRINCE2 and MSP; sales initiatives in regards of these services; implementation of training electronically based on Office365. Tendering and outsourcing of IT services to external third party. SAP Program Manager to implement two new SAP S/4HANA Cloud solutions with SuccessFactors Human Resources and Finance, one in Switzerland and one in Germany, one with a budget of CHF 7.5 Million, the other with a budget of Euro 5.5 Million.

Strategy consultant for the development of a regional concept between central and local organizational structure, including functional areas, committees, role definition, use-case processes, employee transfer, scheduling, etc. Presentation of decision templates at C-level level.

• Project manager for the establishment of a Security Operation Center (SOC) as a line organization with the functions of security monitoring, weak point scans, CERT, and usage control / authorization monitoring for SAP and Non-SAP Systems as well as project manager SOC within the ECB program to close numerous findings within the FITS (category A), as well as for customers, such as institutions like LBBW, BayernLB, NordLB / BremerLB, etc. (category B). Management of 5 subproject managers / project specialists (SAP, Infrastucture, Data bases, Interfaces between SAP and Non-SAP Systems, Self developed applications with a total of approximately 100 project employees from FITS and 5000 working days with a total budget of approx. Euro 10 million as well as numerous project employees of the parent company Finanz Informatik (FI) and the customers. 
• Development of inter-company solutions in the field of SOC as operating model, i.e. the state-of-the-art information security processes for identification, prevention and detection of IT security incidents, as well as adequate response and communication in the event of their materialization. Project divisions have been the connection of systems and components to SIEM with the product splunk, weak-point locomotives operationally and as a product for transfer into the regular operation, including reporting, ticketing and elimination of the chunks, data integrity, authenticity, confidentiality, availability, as well as Incident Management.

SAP & Non-SAP Program Manager to change the entire business model of Sunrise (separate service and device contract, freedom to change the rate plan whenever the customer wants. Lead of 5 IT project managers (SAP ECC6.0, CreditCheck, EAI&Portals, DWH, Clarify, etc.), about. 300 project members and 5000 days of effort, 197 CRs, etc. with a budget of about CHF 6 million. Development of governance standards (IP addresses, Monitoring, SharePoint, Abuse Tool Optimization) according to ITIL. Development of marketing strategies and key performance indices (NPS) for business customers. Settlement of intercompany systems (Compass & Pivotal) with standard software (mLog & Cherwell) with a budget of TCHF 760. Conducting workshops and documentation requirements analysis (business case, service catalog, application specification, managed services, interfaces, data migration, system parameterization, training, etc.), System / Integration- / UserAcceptance tests on two operating systems and nine handhelds, integrating the solution into the heterogeneous IT environment, cut-over and replacement of legacy systems during operation. PMI training for the internal project manager, incl. Practical custom themes.

Analysis, development and presentation of a model "VentureWork", in oder to Increase the Project Success, as Project Managers, Programme Managers, Project-Portfolio Managers (PPM), Project Owners and other project stakeholders receive part of their remuneration variable, based on project success.

Organisation of the Professional Development Event on "Swiss Program Conference" October 24 2012, for the PMI Chapter Switzerland in cooperation with Zurich Assurance Cooperation in Zurich. Preparing and presenting the "Main stream Project/Program methodologies - PMI (PmBOK/SPM3 versus Prince II/MSP) similarities and differences".

Migration and Implementation of a Restaurant Order Planning/ integrated Order Proposal Systems (ROP iOPS) in 12 European countries of the logistics company of a fast food restaurant located in the USA. Setting-up the total program (Governance, Resources, Market Assessment Questionnaire, Proof-of-Concept, Pilot, Roll-out; Back-Office; Operations); managing 4 project teams, total accountability of all program and operations KPI (41 Mio. Euro; delivery of quality on time; ca. 200 program team members) considering 25% success bonus. 

Project-Portfolio management of all customer projects, covering strategic alignment, governance, performance, communication and risk with a budget of about Dollar 13.2 million. Analysis and consulting to implement telecommuting into a complex IT environment to ensure that employees have data and application access from outside the commercial building (home office, working in a business centre/ on the customer side/in an internet café, concept to outsourcing work abroad.

Carve-out, migration and cut-over of the IT systems and data inventory from Postbank and their subsequent integration into the Talanx/ ProActiv system landscape, covering the Definition of the target architecture for the new system landscape, Creation of a migration road map, Creation of a hosting tender, Drafting of the concept for the required operating and service organization, Planning/ramp-up of the program organization for the implementation and realization of the system carve-out Project management migration of insurance core system & Project management migration and cut-over of customer data. Leading of about 30 people with a budget of Euro 6.0 million.

Preparing and executing the Program Management Professional (PgMP) examination. Developing scenarios and questions for the Program Management Professional (PgMP) examination, based on PgMP documents, practical experience and other sources.

Overall program planning responsibility to implement the new product at different areas (Wave 1: Switzerland, Wave 2: Austria, Wave 3: Singapore) as well as technical innovations (Wave 1.1: Golden Source), company integration (Wave 1.2: Rüd Blass) and Release changes (Wave 1.3 Release 10). Development and creation of KPIs, program status and costing and charging reports to be distributed to Board of Directors, Steering Committee and other stakeholders of Deutsche Bank AG. Head of Cut-Over team to execute Dress Rehearsal 2 und 3 (Data migration) and Head of Logistics of the Dress Rehearsal and Trial Migration activities. Leading of about 35 project managers and 10 team members – no budget responsibility.

Coordination of all DIALBA2000 Projects within the various releases. Integration of all Projects assigned to a specific release. Accountability of the overall success including scope, schedule, and budget. Early identification of problems and supporting of project managers and operating units regarding best practice of managing projects in a complex environment. Consulting and generating studies in regards of replacing DIALBA2000 by a new system. Establishing of a new department IT Project-Portfolio Management (IT PPM), KPI development to select/ evaluate programs and projects, definition of the organization and workflow, status reporting. Leading of about 60 project managers with a total annual budget of about CHF 50 million

Development of a passport e-sticker for Lithuanian personalization centre, selection and coordination of a Lithuanian subcontractor to laminate e-stickers into existing passports. Development of systems to electronically personalize passports and integration of these systems into the complex IT infrastructure of Lithuanian personalization centre. Leading of about 50 people with a budget of about Euro 11.5 million.

Development and implementation of a Strategy-Making, Strategy-Execution process; Strategy development of Global Projects and Key Solutions. Leading of several GKS Managers to formulate a new companywide strategy. Leading of 5 people with a budget of Euro 1.1 million

• Development and implementation of a Program Management Office (PMO)
• Leading of several IT Projects (IT Cost Transparency, Optimizing SAP Sales & Distribution, SAP XI, SAP Roles Concept, SAP Archiving, and SAP Data Migration). Leading of about 30 people with a budget of about Euro 3.5 million.

Development and implementation of a Program Management Office (PMO) as well as CMMI for the government of Saudi Arabia at Ministry of Information (MOI). Leading of 5 people with a budget of TUSD 400.