International Project Management - IT

Description:

• Within the TSI Transformation Program, achieve targeted  yearly run-rate savings using automation.
• Internal project.

Tasks:

• Manage the development and implementation teams & stakeholders

TSI Transformation & Automation
Leading the Data Centre Automation Program, with internal & external development teams spread over several countries, including a large team in TSI India. Budget & Strategy, Status & Reporting, Agile methodology. Aprox. 160 people directly working in the project, 80 000 servers accross multiple data centres.  

Description:

• 2017 - Product Owner for SAP "Very Large Systems" (VLS) team.  Team recognized as the most mature agile team in Operations.  Actively supporting other teams on the path to Agile, JIRA/Kanban used by all team members, rituals fully integrated in daily business. During 2017 Shell account migrated close to 300  SAP SID's from DCS 2.5 to DCS 3.0 ( including AIX to Linux) - VLS actively supported migration at all levels: member of steering board, troubleshooting issues, maintaining availability levels for productive systems. 
• 2016 - Product Owner for SAP "Very Large Systems" (VLS)- 7 team members Malaysia, Slovakia, Netherlands focus on preventive work to maintain availability of Shell SAP Very Large Systems.  Work across deployment layers (Network/Storage/OS/DB's/SAP/Customers).  Labeled the "A" team by the customer.

Tasks:

• Responsible for Customer and Stakeholder management, Prioritizing the workload according to Business value.  Budget and finances.

• Backlog creation and maintenance.  Customer engagement and conveying vision and goals. 

Description:

• Worldwide outsourcing supplier for Infrastructure services, running many concurrent projects for a complex customer.

Tasks:

• 2015 - Manager for the Centre of Excellence "Very Large Systems" - leading a team of 3 dedicated resources, and several ad-hoc resources focusing on incident prevention, and innovation, optimization proposals to both customers (Shell  and TSI departments).  Limited to SAP BASIS operations & outsourcing of Shell`s 500+ SAP systems. 
  in addition: supporting SAP Security remediation project on a consulting basis
• 2014 -  Leading a team of 15+ people (SAP Basis, Network, Storage, AIX, SAP Architect) during 2014 with the objective of ring-fencing critical SAP applications (60), and reach 99.99% availability.
• 2013 -  Global SAP upgrade: 16 systems repeated in 5 environments to be upgraded for enhancement packs in the Shell GSAP landscape, completed March 2014
  also  - Proposal team within Shell account
• 2012 - OTRAP UNIX/Linux deep dive security audit 2012 
  also  - support "Back 2 Green" team and escalation teams part-time

Description: 

• Brought in on an interim basis to deescalate and complete the development and testing for a "UNIT" system release (SAP). 
• Role required upper management reporting & visibility, steering a joint team of VW, TSI & other VW suppliers to achieve target dates at the required quality levels.

Tasks:

•  Detailed planning of activities, tracking & reporting, conflict resolution & de-escalation, team building.

Description:

• On site in Johannesburg, lead the Chemicals work stream (6 projects) for an SAP Consolidation/Optimization program.
• 17 SAP systems to consolidate into 5 instances.

Tasks:

• Initial stages of the realization project.
• PM responsible for customer liaison with Chemicals International, Chemical SA, and WAX divisions.

Description:

• Vodafone purchased a 70% stake in the government telecommunications company (Ghana Telekom) during 2008. A business strategy study followed and triggered a huge transformation program of which I was part.
• Under contract from Cap Gemini Germany, I lead the Data Centre work stream within the transformation Program on site in Ghana.

Tasks:

• Manage New Data Centre Project, including award  follow up of building works, write RFQ for HW/Cabling  Racking, and Application Migration, bid assessment  award Support on-going DC operations Manager Functional Management, budget ~ 8 M € (including fixed assets)

Description:

• Jaguar/Land Rover (previously owned by Ford) was sold to Tata Motors mid 2008. Much of the JLR business was completely integrated into Ford, and required a major change management Program.
• I joined soon after contract signature as Interim Manager, Leading the Satyam team under contract from Ford/Fujitsu for the systems/data separation.

Tasks:

• Approximately 500 Business applications involved, team in 3 main locations (Detroit, London, Chennai).
• Concept is Clone of apps & Infrastructure, with data separation.
• Functional Management of the Satyam team (peak staff >250)

Description: 

• Project to align the IT / Business processes across the European markets.
• As part of a larger European team, I was seconded to a specific market organisation (NSC), in my case France, Italy, Denmark, Russia, Sweden, Hungary sequentially.

Tasks:

• Work with the local IT manager, inventory use of non-corporate IT (normally sourced to a local supplier, requires contract / SLA re-view), flag potential security and controls issues (SOX), and develop action plans with the appropriate parties to mitigate the risks short term. 
• Once pan-European inventory completed, work with Portfolio planning department to develop long term action plans. 
• Develop a transition plan for applications into a controlled central IT responsibility.

Description:

• Interim Program Manager for PSA (airbags):
  • 6 Airbag projects from conception to production
  • Temporary position to ensure the stability of the Programs while acquiring permanent staff

Tasks:

• Responsible for Budget (~6M €)  Margin, Development team, Customer relationship, Suppliers for tooling equipment, and material (working with purchasing)
• Functional Management

Description:

• Visteon was “spun-off” from FORD in 1997 as a parts manufacturing company, and floated as a separate stock in 2000.
• Cap Gemini was hired by Visteon to set up the strategy and transformation program (US contract), and I was later assigned to lead the European work streams for Application migration, and coordinate with the Business work streams setting up the new BPO centers.
• The European CG team peaked at about 60 staff;

Tasks:

• I was the Functional Manager for the complete team, and line manager of a subset.
• Budget was ~10M USD