• Classic project management with Time, Quality and Budget Responsibility

Definition of Quality Gates for the PM Process and the development Process from requirement engineering to final acceptance tests

Short description

RMS was going to create a booking platform to book time slots on Radio broadcast for audio adverts. Goal was to implement a quality management to ascertain that project and Product following defined quality standards. After defining the standards, monitoring and regular quality improvement meetings were the mayor part of the job.

use cases, user storys and story map as base for the refinement meetings and the ?definition of ready? as well as testing system components after the ?definition of done?

Short description

gathering all information in cooperation with the business to create all needed user storys in a structured way. Discussion and approval with scrum master and team to hand over storys for the following sprint, manage story backlog (not sprint backlog) and test and approve sprint outcome versus user storys.

• Classic IT Management with Budget and Resource Responsibility, strategic Planning and redirection of the IT Department

• Taking over the Role of the responsible IT Manager

Managing Migration of Application and Databases, Notes Workflows, Desktop Environment, Network Infrastructure

Deliverables

Project planning and management, creation of a new Project Structure, implementation of a new Project Method, verification of demands in cooperation with the business, test management and service transition, SLA definition

Short description

Lürssen has merged with Blohm+Voss and therefor started a couple of harmonization Projects to integrate Blohm+Voss IT into the Lürssen IT-Environment. I was taking over some already running Projects to manage them to end.

Project planning and management, requirement and demand  management, managing the specification, development, test and live going phases

Short description 

• hagebau has in total about 1,750 locations in eight European countries.
• One of the projects was an integration of a web shop to an existing ERP system and connection to a SAP Business Warehouse for multiple management and controlling information.
• Another Project was to move ERP functionality to mobile device apps based on android OS

Project planning and management, scope definition, discovery, assessment, preparation, execution planning, testing, migration execution, decommission within the source data centre.

Short description   

TUI Group had planned to consolidate the external Coventry data centre into TUI data centres in Hannover. Due to early cancellation of the Coventry data centre contract the project had to be completed by end August. Part of the project was the TUI UK&I Exchange DR environment containing over 40,000 mailboxes, File Server for over 10,000 users, business critical apps running on virtual servers in DR mode, virtualised database servers running Oracle and MS SQL databases, 20 Domain controllers and other apps.

Optimization of deployment-related processes, deployment planning per country, synchronization of transnational businesses, progress tracking and reporting, rollout of 18,000 devices.

Short description

The goal was to re-organise the project on T-Systems International side, streamline and optimise the delivery processes and synchronize deployments with the Airbus D&S units and project responsible.

Optimisation of deployment-related processes, deployment planning per country, synchronisation of transnational businesses, progress tracking and reporting, rollout of 80,000 devices.

Short description   

The operational period of the Windows 7 rollout project. Most of the Airbus businesses are transnationally organised and therefore transnational coordination of the Windows 7 rollout project was mandatory.

Requirement management, specification and high level system design, change management, test management, move into production.

Short description   

The rollout project demanded a proper configuration management database (CMDB) to assure that all the device-related data are accurate, up-to-date and accessible by all project members. The objective was to consolidate existing source data bases into a consolidation database (daily one-way synchronisation) and add a project database covering all project related information. The system was used by over 300 people.

Project management, risk management, budget planning, process design, method and tools definition, project reporting.

Short description   

Based on the project study and due to XP time window (support will end in April 2014) Airbus decided to start the Windows 7 rollout project with the planning phase in April 2011. All non-operational phases (planning, conception and preparation) were to end in December 2012.

Subject

implementation of Zero Touch migration methods, project preparation of the development of a rollout management system.

Multiple studies, cost benefit analysis and recommendations, project management, risk management, budget planning, high level project planning, organisation, quality, CMDB concept.

Short description   

After the XP rollout project was finished and based on the lessons learned study Airbus requested a project study for a Windows 7 rollout including deviation methods for non-validated applications. The lessons learned study brought up three subjects that had impacted the XP rollout: a late Application Readiness start and no deviation methods, no asset management and no configuration management database (CMDB), a manual deployment mode for all affected devices.

Subject

study of virtualisation methods like VDI, virtual applications or session-based desktop virtualisation, study of Zero Touch migration methods, cost benefit analysis.

Crisis management, re-planning of remaining deployments, measures of compensating for missing application readiness, transnational synchronisation of migrations and refreshes, setup reporting and progress tracking, lessons learned study.

Short description   

At the beginning of 2008, Airbus decided to consolidate multiple operating system versions to Windows Vista with the objective to have as few OS masters running as possible. The following year, Airbus decided to move to Windows XP instead because Application Readiness in Vista was not manageable. Due to Microsoft support expiry for Windows 2000 in April 2010, Airbus started the deployment before Application Readiness was conducted. Coupled with non-existent asset management, the project almost failed at the end of 2009. Following crisis management the project was successfully delivered in 9 months.

Subject

project was delayed by 6 months, above budget by €1.5 million and application readiness was not properly performed.

Definition of standard IT services, definition of standard SLAs, definition of a standard cost model, feasibility of combination of services, SLAs, and cost to support sales consulting.

Short description  

Wincor Nixdorf Portavis was the IT system provider for Hamburger Sparkasse and Sparkasse Bremen (savings bank). Along with the sales strategy to extend the business to other companies in the financial sector, Wincor Nixdorf Portavis had to rebuild their offering portfolio to support sales.

Transition completed within 6 weeks, quality and productivity assessment, re-design of processes to change from time & material to ticket based charging, measures to improve quality and productivity, cost reduction (e.g. release of 25 staff out of 119), project planning, process design, budget planning for the refresh project, coaching Hemmersbach project managers to take over the refresh project.

Short description   

Prior to the merger, Hemmersbach Germany was a HP desktop service supplier in Germany and Italy for GE. Due to cost implications, HP decided to outsource this service to an external service provider. Hemmersbach was chosen as the supplier for the UK and was requested to set up a branch in the UK with a transfer of 119 people from HP CDS.

Subject

transition of 119 employees from a service company called HP [on request], re-structuring of [on request], preparation of ca. 20,000 devices refresh project for General Electric (GE) across the UK and Ireland.

Assessment and specification of demands, Bid management, contract preparation and negotiation, management of move into production, revenue planning, management of accounting variances, host of customer satisfaction meetings, Service Level Reporting, Feedback on implemented ITSM processes, weak-point analysis of ITSM processes, proposal of improvements from customer point of view.

Short description   

TUI InfoTec provides IT services to the TUI enterprise; including airlines, tour operators, cruises, hotels and more; in multiple areas such as hosting, database, desktop and application services.

Process analysis, documentation of existing structures and processes, weak-point documentation, proposal of improvements and recommendation of actions.

Short description   

Universal Music was using a proprietary system for the sales process but SAP for all other production and delivery related processes. The study was meant to identify weaknesses within the sales process and describe the potential of improvements and cost reduction along with a transition to SAP.

Contingency Management manual including concept for backup data centre, timetable for data centre shutdown in case of power blackout, fire protection, backup offices and more. Change management process design and description with the setup of necessary change boards for standard and emergency changes.

Short description

Along with a companywide implementation of SOx compliant processes Universal IT was requested to improve their ITSM process landscape.

Analysis of existing Supplier and Contract Management structures and sub-processes, process redesign and process implementation, analysis of existing contracts and investigation of SLAs cross contract, reopening of existing contracts to solve issues with cross contractual SLAs.

Short description   

TollCollect was set up as a company by Daimler and Deutsche Telekom to collect toll charges from trucks on all German motorways, with the intention of implementing a fully automatic charging method. The technology required was provided and maintained by multiple suppliers.

Requirement dossier, identification of affected services, system evaluation, decision memo.

Short description   

Following the move to Berlin and the merger with Koch Music, Universal Music IT was growing and operating an increasing number of mission critical systems. It was necessary to introduce a management system with a link to several ITSM service delivery and service support processes.