Antje Aumann
Business Analyst, Configuration Manager
Experience
Business Analyst, Configuration Manager
Mechanical Engineering, IT Administration Division
- This project involves implementing the Odoo ERP solution for SMEs, focusing on developing a tailored starter package that enables quick and efficient initial configuration.
- The goal is to offer clients who are new to ERP or migrating from an existing system to Odoo a package that allows immediate operation and significantly eases the transition.
- SME target-group analysis; capturing and evaluating customer requirements.
- Designing a Minimum Viable Product (MVP) of standardized, easily replicable starter configuration and required Odoo applications.
- Developing a starter package comprising a rapid prototype, a compact introduction workshop, and a handout.
- Piloting and validating the concept with potential clients:
- Client 1: from e-commerce (+ evaluating a suitable ERP system)
- Client 2: from the media sector (+ supporting initial rollout of enterprise software).
- Skills and Tools: ERP Odoo, PMO, requirement management, process analysis, target-group analysis, configuration management, workshops, change management, transformation, AI
Process Manager
Banking, FinTech – Process Governance Division
- The goal was to capture, advise on, and document core and support processes of an acquired FinTech startup into a major bank’s process landscape.
- Capturing core processes and documenting them in ARIS.
- Consolidating processes and structures from Signavio into ARIS.
- Advising on developing new process organization structures and providing decision bases.
- Advising on implementing a new process management portal in ARIS.
- Stakeholder management: workshops, creating current dashboards and reports.
- Developing and presenting governance processes; advising on necessity and efficiency; capturing requirements.
- Skills and Tools: process analysis, process modeling, requirement management, stakeholder management, BPMN, ARIS, Signavio
Business Analyst, PMO
E-Commerce – IT Services / Process Governance Division
- Task: advising on standardizing and simplifying processes and services and supporting their implementation.
- Capturing core and supporting processes around a multipreneur and partner network.
- Advising on necessity and efficiency of existing structures.
- Target-group analysis; capturing requirements.
- Consolidating processes and structures.
- Skills and Tools: process analysis, requirement management, workshops, coaching, BPMN, Signavio
Business Analyst, Change Manager
B2B Marketing – Strategy and Administration Division
- As part of a business expansion, consulting on innovation, process transformation, and change management was required.
- Analyzing existing internal structures and processes for value creation and efficiency.
- Consulting on future corporate strategy.
- Advising on product development and realigning customer engagement.
- Skills and Tools: design thinking, workshops, coaching, process analysis, change management, BPMN
IT Portfolio Manager in Day-to-Day Operations / PMO, Business Analyst, Strategic IT Portfolio Manager / PMO, Product Owner,
IT Services – IT Governance for Corporate Group Division
The trading group operated in 26 countries and maintained a central IT portfolio management.
As strategic IT portfolio manager, my task was to invest purposefully with the team and optimize utilization, focusing on wholesaler digitalization and transforming ourselves into an agile IT service provider. I reported to executive management and the CIO.
Preparing decision bases; creating presentations.
Creating transparency via up-to-date dashboards.
Administrative and operational consulting for project managers and teams.
Coordinating and validating status reports, documents, and budgets.
Conducting steering committees and cross-functional meetings.
Collaborating closely with IT experts (e.g., security, risk, data management) to integrate risks and opportunities into project evaluation.
Skills and Tools for Strategic IT Portfolio Management: Lean Portfolio Management, PPM, multi‐project management, PMO, stakeholder management, strategy, digitalization, workshops, controlling, business cases, risk management, decision management, Think‐Cell, KVP, C-level.
Challenge in “agilizing” the strategic IT portfolio management: transforming the PPM process into an agile framework in a hybrid project environment.
Introducing a structured agile decision-making process.
Making portfolio decisions more data-driven instead of expert-based—in close coordination with security, risk, and data experts.
Shortening decision intervals to three months instead of six or twelve.
Measuring success via metrics instead of KPIs (OKRs instead of business cases).
Implementing a continuous improvement process through change and lean management.
Communicating with C-level, board, and management layers.
Administrative and operational consulting for project managers and teams.
Skills and Tools for “Agilizing”: Lean Portfolio Management, PPM, multi‐project management, PMO, change management, business cases, controlling, SCRUM, PRINCE2, KPI, metrics, OKR, KVP, DMS, explainer videos, stakeholder management.
Goal in expanding the IT portfolio management tool to an agile framework: extend and adapt the tool I developed to align with the agile PPM process. The environment was highly heterogeneous, hybrid, cross‐divisional, and in constant flux. The PPM tool had to react quickly and flexibly and relieve management through automation.
Integrating with peripheral IT governance processes/interfaces.
Integrating corporate controlling; linking business, IT, and operations.
Increasing utility through dashboards, refining UX, adding functions.
Communicating with C-level; coordinating collaboration with cross‐unit companies and internal cross‐functions.
Skills and Tools for expanding the IT portfolio management tool: SCRUM, (Lean) PPM, PMO, BPMN, business case, metrics, Jira, low‐code workflow platform K2, Visio, Azure DevOps, SAP, EAM, BizDevOps, stakeholder management, change management, continuous improvement process (KVP), DMS, workshops
Interim IT Portfolio Manager / PMO in Day-to-Day Operations, Product Owner, Business Analyst, Workflow Consultant
Wholesale & Retail / Corporate Headquarter – IT Governance / Strategy Division
In my interim role, I supported strategic PPM in day-to-day operations.
Administrative and operational consulting for project managers and teams.
Creating transparency via current status reports.
Monitoring project progress and managing dependencies.
Preparing decision bases.
Conducting structured decision-making processes.
Coordinating and validating status reports, documents, and budgets.
Skills and Tools for supporting strategic IT portfolio management: interim management, stakeholder management, PPM, PMO, business analysis, process consulting, controlling, Trello, Jira, Confluence, Think‐Cell.
When evolving the PPM tool from interim to permanent solution, after a failed standard software rollout, I expanded my highly effective interim solution into a lasting tool.
Coordinating with PPM business and peripheral business/IT stakeholders.
Developing a product vision and roadmap; maintaining the product backlog.
Managing implementation.
Customizing workflows on the low‐code workflow platform K2.
Skills and Tools for PPM tool development: PRINCE2, PPM, project management, business case, metrics, KPI, OKR, BPMN, low‐code workflow platform K2, Visio, Azure DevOps, Jira, Confluence, SAP, EAM, DMS, stakeholder management, requirement management, continuous improvement process (KVP)
IT Project Manager
Wholesale & Retail / Corporate Headquarter – IT Governance / Strategy Division
- Task: leading functionally and participating in contract negotiations for the rapid implementation of the PPM standard software Planview (SaaS).
- Planning the rapid implementation.
- Developing the proof of concept (MVP) for rollout.
- Supporting the statement of work (SOW) and supplier negotiations.
- Negotiations were halted and Planview was not implemented.
- Skills and Tools: PPM, contract negotiation, requirement & decision management, procurement
IT Project Manager, Product Manager, Business Analyst, Workflow Consultant
Wholesale & Retail / Corporate Headquarter – IT Governance / Strategy Division
Task: evaluating a new PPM SaaS in a corporate environment. The challenge was aligning a complex, conflicting requirement landscape with a complex vendor market. I developed a generic decision matrix.
Creating an extensive decision matrix for objective results.
Capturing user stories from all roles (across all hierarchies and cross-functions of an international corporation) and weighting them.
Analyzing nine software offerings, conducting user tests, sharing experiences with other companies, and vendor discussions.
Skills and Tools for evaluation: PPM, project management, requirement management, decision management, process consulting, IT consulting, EAM, SAP, Confluence, stakeholder management.
For designing and implementing a central IT portfolio management tool (interim solution), the newly established IT portfolio management needed a decision and management tool that could be quickly introduced, “management-ready,” and highly adaptable to changing requirements.
Capturing current and target PPM processes.
Designing and implementing on the low-code platform K2.
The PPM tool was set to establish new standards for modern tools in the company: working enjoyment, UI, and usability were highly demanded by the client and delivered to full satisfaction.
Skills and Tools for design and implementation: PRINCE2, project management, process consulting, UI/UX, BPMN, low-code workflow K2, Visio, Azure DevOps, SAP, EAM, DMS, requirement management, product management, design thinking
Team Lead Change Management, Project Manager, IT Workflow Consultant, Change Agent
IT Services – IT Governance / Internal Processes Division
In conceptualizing a new company-wide IT project management, the rigid, tool-heavy ISO-certified project management was replaced at corporate level by a framework-setting “Project Framework.”
Designing a new project management process based on PRINCE2.
Disruptive approach; highly complex and tension-filled requirement gathering.
Leading the change management team.
Skills and Tools for conception: PRINCE2, project management, change management, multi-project management, PMO, disruption, workshops, process consulting, requirement management.
To support project and program managers in designing and implementing a “digital project workbook,” a project management tool was developed, introduced, and continuously improved.
Designing and implementing a digital project workbook on the low-code workflow platform K2.
Customizing the workflow on K2.
Consolidating with central governance processes and tools.
Establishing and leading the key-user group.
Maintaining the product backlog.
Contributing and mediating in committees and specialist groups as a change agent.
Skills and Tools for the digital project workbook: PRINCE2, project management, PMO, key users, design thinking, Visio, Azure DevOps, low-code workflow platform K2, HP PPM, SAP, EAM, stakeholder management, DMS, change management, requirement management, product management, workshops.
During the rollout of the new IT project management “Project Framework,” the framework initiated in the preceding corporate project was rolled out to departments and divisions, enabling employees to work accordingly.
Developing internal specifications and leeway within the strategic project framework.
Communicating and integrating into peripheral governance processes.
Collaborating with committees and department leads.
Training and documentation for approx. 150 employees.
Skills and Tools for rollout: PRINCE2, project management, PMO, change management, multi-project management, stakeholder management, workshops, process consulting, HP PPM, SAP IM/PS, DMS
Program Management Officer (PMO) in Day-to-Day Operations
IT Services – Project Management Division
- Key themes were holistic multi-project management and continuous optimization of existing management processes.
- Preparing and supporting budget discussions with executive management.
- Acting as interface and mediator between project managers and corporate controlling.
- Administrative and operational consulting for project managers and teams.
- Monitoring project progress and managing dependencies.
- Coordinating and validating status reports, documents, and budgets.
- Creating and maintaining a project portfolio dashboard for regular presentation to executive management and stakeholders.
- Leading process optimization for central IT governance at division and corporate levels.
- Skills and Tools: PRINCE2, project management, PMO, multi-project management, stakeholder management, DMS, workshops, process consulting, controlling, IT governance, HP PPM, SAP, Think‐Cell
IT Project Lead (SAP FI-CO-IM/PS-SD-BW), SAP CO Consultant
IT Services – Business Intelligence & Administration Division
- Under high time and resource pressure, a legally mandated SAP project was executed, including a comprehensive technical SAP release upgrade.
- Delivered on schedule and within budget.
- Highly challenging stakeholder management.
- Skills and Tools: project management, SAP consulting, SAP system support, controlling, audit, IT governance, requirement management, EAM, stakeholder management, HP ALM/QC
Team Lead, Release Manager, SAP FI/CO Consultant
Wholesale & Retail / Headquarter+Saleslines – Finance & Administration Division
- As the first internationally active trading group, the company introduced two SAP common templates to consolidate and centrally manage finance & controlling across all countries and sales lines.
- Skills and Tools: SAP FI/CO, team leadership, HP PPM, HP ALM/QC, controlling, audit, IT governance, EAM, stakeholder, release & demand management, incident & problem management
Summary
I support large companies in making teams high-performing, processes efficient, and results sustainable. My focuses lie in end-to-end process management, managing implementation both front-line and back office as a project manager, PMO, and change manager. I greatly enjoy quickly immersing myself in new topics and projects and bringing stakeholders together for further development. This breaks down barriers and ensures that not only is there discussion, but also safe and efficient execution. With 20 years of experience as a process and project management consultant and accompanying IT manager in DAX companies and international corporate environments, I am your competent point of contact for your projects.
I am recognized for my strong strategic and conceptual thinking and my methodical, structured way of working. I maintain a view of the big picture, quickly identify interdependencies, and communicate effectively between business units and IT. I am fit and endlessly curious—professionally, technically, and personally—there is no stagnation for me.
Languages
Education
Diploma in Industrial Engineering · Industrial Engineering · Germany
Diploma in Engineering · Architecture · Germany
Certifications & licenses
SAP Signavio® Process Manager & Workflow Accelerator
SCRUM® Agile Management
SAP Signavio® Process Manager & Workflow Accelerator
SCRUM® Agile Management
Design Thinking
PROSCI® Change Management
K2® Workflow Design and Management
PRINCE2® Project Management
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