Antje A.
Business Analyst, Configuration Manager
Experience
Business Analyst, Configuration Manager
Mechanical Engineering, IT Administration
- This project involves implementing the ERP solution Odoo for SMEs, focusing on developing a custom starter package that enables quick and efficient initial configuration.
- The goal is to offer customers who are new to ERP or switching from a legacy system to Odoo a package that allows immediate work and greatly simplifies the transition.
- Conducted target group analysis for SMEs; collected and analyzed customer requirements.
- Designed a minimum viable product (MVP) consisting of a standardized, easily replicable starter configuration and the needed Odoo applications.
- Developed a starter package including a rapid prototype, a compact intro workshop, and a handout.
- Piloting and validating the concept with potential customers:
- Customer 1: from e-commerce (including evaluating a suitable ERP system)
- Customer 2: from the media sector (including support for the 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
- The goal is to capture, advise on, and document the core and support processes of an acquired FinTech startup within a major bank's process landscape.
- Capture the core processes and document them in ARIS.
- Consolidate processes and structures from Signavio to ARIS.
- Advise on developing new structures for process organization and provide decision-making inputs.
- Advise on implementing a new process management portal in ARIS.
- Stakeholder management: workshops, creating dashboards and reports.
- Develop and present governance processes, advise on necessity and efficiency, capture requirements.
- Skills and Tools: Process Analysis, Process Modeling, Requirement Management, Stakeholder Management, BPMN, ARIS, Signavio
Business Analyst, PMO
E-Commerce – IT Services / Process Governance
- The task was to advise on standardizing and simplifying processes and services as well as to support implementation.
- Capturing the core and supporting processes in the environment of a multipreneur and its partner network.
- Advising on the necessity and efficiency of existing structures.
- Target group analysis and gathering requirements.
- Consolidation of processes and structures.
- Skills and Tools: Process Analysis, Requirement Management, Workshops, Coaching, BPMN, Signavio
Business Analyst, Change Manager
B2B Marketing – Strategy and Administration
- As part of a business expansion, consulting on innovation, process transformation, and change management was required.
- Analysis of existing internal structures and processes regarding value creation and efficiency.
- Consulting on future business strategy.
- Advising on product development and reorienting customer outreach.
- Skills and Tools: Design Thinking, Workshops, Coaching, Process Analysis, Change Management, BPMN
IT Portfolio Manager (day-to-day operations) / PMO, Business Analyst, Strategic IT Portfolio Manager / PMO, Product Owner, Scrum
IT Services – IT Governance for the Corporate Group
The trading group operated in 26 countries and ran centralized IT portfolio management.
In my role as Strategic IT Portfolio Manager, my task was – together with the team – to invest purposefully and optimize capacity utilization. The focus was on digitizing wholesale operations and transforming ourselves into an agile IT service provider. I reported to the executive board and the CIO.
Preparation of decision-making materials, creating presentations.
Creating transparency by providing up-to-date dashboards.
Administrative and operational advising of project managers and project teams.
Coordinating and validating status reports, documents, and budgets.
Conducting steering committees and cross-functional meetings.
Close collaboration with IT experts in areas such as security, risk, and data management to integrate risks and opportunities into project evaluations.
Skills and Tools for Strategic IT Portfolio Management: Lean Portfolio Management, PPM, Multi-Project Management, PMO, Stakeholder Management, Strategy, Digitization, Workshops, Controlling, Business Cases, Risk Management, Decision Management, Think Cell, Continuous Improvement (KVP), C-Level.
The challenge in 'agilization' was 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 experts from areas like security, risk, and data management.
Shortening decision intervals to 3 months instead of 6 or 12 months.
Success tracking via metrics instead of KPIs (OKRs instead of business cases).
Implementing a continuous improvement process as part of supporting change management and lean management.
Communication with C-Level, the executive board, and across the organization.
Administrative and operational advising of project managers and project teams.
Skills and Tools for 'agilization': Lean Portfolio Management, PPM, Multi-Project Management, PMO, Change Management, Business Cases, Controlling, SCRUM, PRINCE2, KPIs, Metrics, OKRs, KVP, DMS, Explanatory Videos, Stakeholder Management.
The goal in expanding the IT Portfolio Management tool into an agile framework was to extend and adapt the tool I had developed to match the agilization of the PPM process. The environment was highly heterogeneous, hybrid, cross-business, and constantly changing. The PPM tool had to react quickly and flexibly and relieve management through automation.
Networking with peripheral IT governance processes/interfaces.
Integration of corporate controlling, linking business, IT, and operations.
Increasing value through dashboards, UX refinement, and additional features.
Communication with C-Level, coordinating collaboration with cross-divisional companies and internal cross-functional 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 (KVP), DMS, Workshops
Interim IT Portfolio Manager / PMO in day-to-day operations, Product Owner, Business Analyst, Workflow Consultant
Wholesale and Retail / Corporate Headquarters – IT Governance / Strategy division
My interim role was focused on supporting strategic PPM in day-to-day operations.
Administrative and operational advice for project managers and project teams.
Creating transparency by providing up-to-date status reports.
Monitoring project progress and managing dependencies.
Preparing decision-making materials.
Carrying out structured processes for decision making.
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.
In further developing the PPM tool from interim to long-term solution, after a failed introduction of a standard software, I expanded my well-working interim solution into the permanent solution.
Coordinating with PPM business and related 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 advancing the PPM tool: 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 (CIP).
IT Project Manager
Wholesale and Retail / Corporate Headquarters – IT Governance / Strategy division
- My task was the technical leadership and participation 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 the negotiation process with suppliers.
- Negotiations were stopped and Planview was not implemented.
- Skills and tools: PPM, contract negotiation, requirements and decision management, procurement.
IT Project Manager, Product Manager, Business Analyst, Workflow Consultant
Wholesale and Retail / Corporate Headquarters – IT Governance / Strategy division
My task in evaluating a new PPM standard software (SaaS) in the corporate environment was to assess a portfolio management standard software. The challenge was matching a very complex and conflicting set of requirements with a complex market offering. I developed a generic decision matrix.
Creating a comprehensive decision matrix that delivers an objective result.
Collecting user stories for all roles (across all hierarchy levels and cross-functional teams of an international corporation) and weighting them.
Analyzing nine software offerings, conducting usage tests, exchanging experiences with other companies, supplier meetings.
Skills and tools for evaluation: PPM, project management, requirement management, decision management, process consulting, IT consulting, EAM, SAP, Confluence, stakeholder management.
In designing and implementing a central IT portfolio management tool (interim solution), the newly established IT portfolio management needed a management and decision tool that could be introduced quickly, be management-ready, and above all respond flexibly to constantly changing requirements.
Mapping the as-is and to-be processes of IT PPM.
Designing and implementing on the low-code platform K2.
The PPM tool was meant to set new standards for implementing modern tools in the company: work enjoyment, user interface, and usability were highly demanded by the client and were fully satisfied.
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 designing a new company-wide IT project management, the rigid and tool-heavy ISO-certified project management at the corporate level was replaced by a framework-setting 'Project Framework'.
Designing a new project management process based on PRINCE2.
A disruptive approach, very complex and tension-filled requirements gathering.
Leading the change management team.
Skills and tools for design: 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 Binder', a project management tool was developed, introduced, and continuously improved.
Designing and implementing a 'Digital Project Binder' on the low-code workflow platform K2.
Customizing the workflow on the low-code platform K2.
Consolidating with central governance processes and tools.
Establishing and leading the key user group.
Maintaining the product backlog.
Participating and mediating in committees and expert groups as a change agent.
Skills and tools for the 'Digital Project Binder': PRINCE2, project management, PMO, key user, design thinking, Visio, Azure DevOps, low-code workflow platform K2, HP PPM, SAP, EAM, stakeholder management, DMS, change management, requirement management, product management, workshops.
In rolling out the new IT project management 'Project Framework', the framework initiated at the corporate level in the previous project was now rolled out to divisions and departments, and employees were enabled to work with it.
Developing internal departmental specifications and margins within the strategic Project Framework.
Communication and integration into peripheral governance processes.
Collaboration with committees and senior specialists.
Training and documentation for about 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
- The main focus was 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 advice for project managers and project teams.
- Monitoring project progress and managing dependencies.
- Coordinating and validating status reports, documents, and budgets.
- Creating and operating a project portfolio dashboard for regular presentation to executive management and stakeholders.
- Leading the optimization of processes 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
- Under tight time and resource pressure, a legal SAP project was implemented. It included an extensive technical SAP release upgrade.
- Delivered on schedule and within budget.
- Particularly challenging stakeholder management.
- Skills and tools: PM, 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 and Retail / Headquarters + Sales Lines – Finance & Administration
- As the first internationally operating retail group, the company implemented two SAP common templates to consolidate and centrally manage finance and 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 help large companies make teams high-performing, processes efficient, and results sustainable. My focus is on holistic process management, managing front-end and back-office implementation as a project manager, PMO, and change manager. I love getting up to speed quickly on new topics and projects and bringing stakeholders together for further development. This breaks down barriers and ensures not only talk but also safe and efficient implementation. With 20 years of experience as a process and project management consultant and as a supporting IT manager in DAX-listed companies and in an international corporate environment, I am a reliable point of contact for your projects.
I am known for my strong strategic and conceptual thinking, and my methodical and structured approach. I keep an eye on the big picture, recognize connections very quickly, and communicate between business units and IT on equal terms. I am fit and eager to learn: professionally, technically, or personally – I don't stand still.
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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