Project Management

Verenburg Consulting GmbH is a specialized IT consulting firm that supports companies in planning, managing and executing 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 delivery of client projects.

The role includes leading transformation and digitization initiatives and implementing sustainable, efficient and user-focused IT solutions. I work closely with management, business units and IT organizations to ensure clear decision structures, transparent communication and measurable added value.

Responsibilities:

• Strategic consulting on digitalization and modernization of IT and organizational structures
• Professional and strategic leadership of rollout and transition projects
• Planning, management and controlling of IT projects using traditional and agile methods
• Building, developing and implementing IT service management processes (e.g. ITIL)
• Design and guidance of organizational change processes and introduction of new role and process models
• Development and implementation of change management measures to anchor new working methods sustainably
• Leading, coaching and developing project teams, including workshop moderation and management formats

Focus areas & expertise:

• Rollout and transition management for international and national IT deployments
• IT service management (service transition / service operation / process design)
• Project management (traditional and agile, e.g. Scrum, SAFe, Prince2)
• Organizational development and transformation of operating and service models
• Change management based on recognized models (e.g. ADKAR)
• Strategic digitalization consulting, including requirements analysis and process and system evaluation

Working style: My work is characterized by a strong value-driven, structured and solution-focused approach. I combine technical understanding with a business perspective to make sound decisions, streamline processes and ensure 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 level of ITFM processes for the following:

• Cost planning
• Price calculation
• Charging internal cost centers
• Reporting to management level

Besides implementing Serviceware Financial, the consulting focus was mainly on process optimizations of the previously used IT controlling processes. To ensure the required processes work smoothly in the tool, the interplay between functional and technical requirements analysis was key in the project. Standardized and aligned software development processes—developing requirements in a development environment, then deploying to a quality instance for testing and finally going live—alongside an agile project setup based on Scrum were critical success factors. Scrum was suited as a framework mainly for managing the tool implementation, process consulting, and collaboration with staff from business and technical teams. This ensured full transparency over each workstream's status and allowed timely presentation of results and easy adaptation of changed requirements.

Role:

• Project Manager

Tasks:

• Project management
• Managing 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 project approach model

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 a major challenge: there were no standardized processes within operations, an inconsistent tool landscape, no clearly defined roles and responsibilities, and no clean interfaces to delivery and customers. The task was to build and introduce a structured and functioning IT service management organization by implementing automated processes, creating solid governance, supporting tools (following the motto "tool follows process") and ensuring employees embrace and live the organizational change. With the ITSM NEXT project, all these 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