Andreas (Thomas) Hofbauer

Verenburg Consulting GmbH is a specialized IT consulting firm that helps companies plan, manage and implement complex IT projects. As founder and managing partner, I am responsible for the professional and strategic leadership of the company as well as the operational execution of client projects.

The role involves leading transformation and digitization initiatives and implementing sustainable, efficient and user-oriented IT solutions. This includes close collaboration with management, business units and IT organizations to ensure clear decision structures, transparent communication and measurable added value.

Responsibilities:

• Strategic consulting on digitization and modernization of IT and organizational structures
• Taking on the professional and strategic leadership of rollout and transition projects
• Planning, managing and controlling IT projects using classical and agile methods
• Developing, expanding and implementing IT service management processes (e.g. ITIL)
• Designing and supporting organizational change processes, including introducing new role and process models
• Developing and implementing change management measures to sustainably anchor new working methods
• Leading, coaching and developing project teams, including moderating workshops and management formats

Focus areas & expertise:

• Rollout and transition management for international and national IT implementations
• IT service management (service transition / service operation / process design)
• Project management (classical and agile, e.g. Scrum, SAFe, Prince2)
• Organizational development and transformation of operational and service models
• Change management using recognized models (e.g. ADKAR)
• Strategic digitization consulting, including requirements analysis and process or system assessment

Working style: This role is characterized by a highly value-driven, structured and solution-focused approach. Technical understanding is combined with a business perspective to ensure viable decisions, efficient processes and sustainable results. Clear communication, transparency and close coordination with all stakeholders are at the core.

Project description: The group introduced the Serviceware Financial tool to optimize the automation of ITFM processes for the following:

• Cost planning
• Price calculation
• Chargeback to internal cost centers
• Management-level reporting

In addition to the introduction of Serviceware Financial, the consulting focus was mainly on optimizing the existing IT controlling processes. To ensure the necessary processes run smoothly in the tool, the interplay between business and technical requirements analyses was central to the project. Classic standardized and coordinated software development processes—developing requirements on a development system, then deploying to a quality instance for testing and finally going live—along with an agile project setup based on Scrum were critical success factors. Scrum was particularly suitable as a framework for steering the tool implementation, process consulting and collaboration between business and technical teams. On one hand, there was full transparency on the status of each workstream; on the other, results could be presented promptly and changed requirements adapted easily.

Role:

• Project manager

Tasks:

• Project management
• Coordinating involved parties (Serviceware consulting, Serviceware development, Wacker Chemie business unit, Wacker Chemie IT)
• Process design
• Requirements engineering
• Technical consulting
• Business consulting
• Project reporting (stakeholder-specific)
• Establishing a standard methodology for the project

Methods / technologies:

• IT project management, project coordination
• Stakeholder-specific reporting
• Scrum
• Agile requirements engineering (user stories)
• Escalation management
• Environment / tools: MS Office, MS Visio, Camunda BPMN, Serviceware Financial

The global support organization of a financial services provider faced significant issues: no standardized processes within operations, a heterogeneous tool landscape, no clear roles and responsibilities, and no well-defined interfaces with delivery and the customer. The goal was to build and introduce a structured and functional IT service management organization with automated processes, a clean governance model, supporting tools (with the motto “tool follows process”) and to ensure that employees embrace and sustain the organizational change. With the ITSM NEXT project, all points were addressed by a strategy consulting team and implemented step by step in the organization with the support of an agile framework.

Role:

• Management consultant / consulting team lead

Tasks:

• Management / C-level decision-maker consulting
• Organizational development
• Project management
• Agile transformation
• ITSM process design & optimization
• Preparation of RFIs / RFPs
• Sourcing
• Requirements management

Methods / technologies:

• IT project management, agile, project coordination
• Jira, Confluence, Microsoft Planner, Visio