Christoph Hansen
Commercial Program Manager
Experience
Feb 2024 - Feb 2025
1 year 1 monthMunich, Germany
Commercial Program Manager
Security Technology
- Group-wide rollout of SAP S/4HANA
- The program goal is to replace SAP ECC with SAP S/4HANA group-wide in multiple steps. First, a completely new template with optimized end-to-end processes is created in a greenfield approach for a single business unit. In parallel, the SAP basis is completely redesigned. In a second step, all other business units are converted in a brownfield approach with optimized processes. Program duration 4.5 years, program budget €50M.
- Commercial program manager for the overall program with direct reporting to C-level.
- Active involvement in planning, organizing and executing the group project.
- Developing detailed project and cost plans including the necessary allocation of internal resources.
- Selecting and managing external service providers, defining contractual terms and monitoring contract compliance.
- Preparing and monitoring the program budget and strategic planning for the overall program.
- Creating transparency between cost developments and milestone achievements affecting the program goal. Defining and creating key program KPIs using Earned Value Analysis and Milestone Trend Analysis.
- Introducing and conducting program reviews with key stakeholders, early identification of potential issues.
- Defining and executing program risk management and developing mitigation measures with business units.
- Monitoring quality standards and requirements throughout the project.
- Developing concepts to distinguish between expenses and capitalization, and allocating costs to individual group entities.
- Ensuring tailored reporting to all stakeholders, especially the steering committee, PMO and core teams.
- Defining and carrying out project change management.
- Established a suitable governance structure including required project, cost and resource plans. Secured and planned program budgets for the full duration. Defined and implemented cost & KPI reporting.
- Program risk & change management sustainably implemented. Developed capitalization ratio and internal group charging with controlling and audit. The first two project phases were completed successfully in budget, time & quality. The commercial project manager position will be filled internally at the start of 2025.
Nov 2023 - Jan 2024
3 monthsHeiden, Germany
Project Manager
Construction Industry
- Optimization of Microsoft Dynamics 365 Business Central
- The 2023 introduction of Dynamics 365 Business Central did not improve core or support processes across five business units, nor leadership processes. The program goal is to adjust processes based on a revised target operating model and map them in the software.
- Project manager for developing, approving and organizationally implementing measures to improve Dynamics 365 Business Central usage in relevant units.
- Defining the entire target operating model as a basis and reference for the program.
- Adjusting program governance, scope and bundling relevant topics with economic considerations.
- Clarifying roles, especially authorities and responsibilities at all levels.
- Agreeing on an agile PM model with clear parameters, goals and team-level milestones.
- Strengthening leadership, communication and trustful collaboration across all levels and workflows.
- Enhancing change management to engage and support employees.
- Increasing management attention.
- Holding regular project status meetings with subproject leads, setting up and updating the project plan.
- Taking measures on detected deviations, removing obstacles and escalating to the steering committee.
- Preparing decision templates for executive board and steering committee on measure implementation.
- Regular C-level reporting on project status.
- Creating metrics and KPIs to measure progress and efficiency of measures.
- The target operating model was fundamentally revised and adapted.
- Program governance and management were tailored and optimized for program needs.
- Intensive stakeholder communication at all levels paved the way for successful changes, accompanied by appropriate change measures.
- A pilot project was successfully carried out for the concrete division. Business processes were optimized and mapped in the software.
Jul 2023 - Oct 2023
4 monthsAachen, Germany
Project Execution Manager
Automotive
- Optimization of SAP S/4HANA
- Since S/4HANA introduction in 2022, reliable financial control via project portfolio metrics has not been achieved. Project goals: simplify project structure and processes, ensure financial control, implement a support structure for PMs, and enable transparent reporting.
- Execution project manager for developing, approving and implementing measures for optimized S/4HANA use, especially in PPM module.
- Overseeing four subprojects with their leads and teams.
- Holding regular status meetings, updating the project plan.
- Taking measures on deviations, removing obstacles and escalating to steering committee.
- Preparing decision templates for executive board and steering committee.
- Regular C-level project status reporting.
- Creating metrics and KPIs to measure progress and efficiency.
- Continuous intensive communication with business unit and finance stakeholders to align measures and ensure support.
- Simplified the structure of ~600 projects in the portfolio for easier tracking.
- Designed a new project creation process to ensure financial metrics and project structure reflect reality.
- Implemented an optimized authorization system to prevent distortion of financial metrics.
- Completed a full review and correction of all portfolio projects, enabling reliable reporting and simplified month-end closing.
- Improved PMs’ management understanding through organizational changes, coaching, training and revised roles.
Jan 2023 - Jul 2023
7 monthsVreden, Germany
Rollout Manager
Vehicle Manufacturer
- Rollout of a new product development process (PDP) with SAP PPM support
- Developing and implementing a harmonized, flexible PDP across all vehicle lines. Standardizing governance bodies for process control and responsibilities. Introducing and supporting PDP via a unified workflow system (SAP PPM) integrated into engineering systems.
- Responsible for coordinated PDP and system rollout at all European R&D sites and global plants.
- Conducting regular status updates with site leads, updating rollout plan.
- Leading weekly team meetings to align on actions and manage task lists.
- Regular C-level rollout status reporting.
- Removing obstacles to timely, coordinated PDP and system rollout.
- Continuous intensive engineering stakeholder communication to ensure acceptance and support.
- Developing and implementing a hypercare & support concept for rollout phase at all sites.
- Planning a follow-up project for PDP and system ramp-up.
- PDP and system rollout were aligned and completed on schedule at almost all R&D sites and plants.
Jun 2022 - Jan 2023
8 monthsKoblenz, Germany
Product Owner/Consultant
Sport Equipment Manufacturer
- Introduction and development of the cplace project management software
- Introducing and enhancing cplace at German and US sites. Designing single project, multi-project and portfolio management processes and mapping them in the software. Managing requirements in the implementation and development phase as product owner in an agile project environment.
- Designing single and multi-project, portfolio management processes for application mapping.
- Defining mid- and long-term software development strategy, creating the roadmap.
- Continuous intensive stakeholder communication to capture and assess customer needs.
- Establishing a key-user concept to ensure application acceptance.
- Designing the PMO for software operation and ongoing development.
- Introducing and managing version and release management.
- Defining and prioritizing features and functionalities.
- Conducting effort-benefit assessments to prioritize initiatives.
- Maintaining, prioritizing and organizing the product backlog.
- Organizing and conducting user acceptance tests.
- Creating and defining user stories and epics.
- Preparing sprint planning, sprint reviews and setting sprint goals.
- Deciding on the release of increments and releases.
- Managing external development resources.
- Software was successfully introduced with selected features on schedule.
- User satisfaction surveys showed very high acceptance and satisfaction.
- Multiple follow-up releases with extended features were also successfully rolled out with high acceptance.
Jan 2022 - May 2022
5 monthsMunich, Germany
Project Manager / Scrum Master
Hygiene and Health
- Pilot introduction of SAP S/4HANA in finance
- Introducing S/4HANA in Nordic and Baltic countries as a greenfield approach, preparing for a global rollout in 150 countries. Supporting the finance unit (Treasury, Accounting & Reporting, Tax, Invest to Divest) in a hybrid agile-classic project environment as project manager and scrum master.
- Coaching four scrum teams as scrum master.
- Planning and executing test management for extensive UAT in Treasury, Accounting & Reporting, Tax, Invest to Divest.
- Monitoring and evaluating tests via SAP Solution Manager.
- Planning and conducting sprint planning, reviews and regular scrum events.
- Building and maintaining the sprint backlog in JIRA.
- Identifying, analyzing and removing impediments.
- Preparing and participating in PI planning.
- Continuous intensive stakeholder communication to capture and assess needs.
- Planning pilot rollout in Baltic and Nordic countries and preparing hypercare phase.
- Organizing training for pilot users.
- UAT in finance completed on schedule.
- Second release development ran on time, in budget and quality alongside the pilot.
- Pilot introduction completed on schedule.
Jan 2021 - Jul 2021
7 monthsMunich, Germany
Project Manager
Publishing House
- Introduction of the “New Work” concept
- Project goal: implement a holistic, agreed concept for office/home office collaboration for all employees, covering all necessary conditions.
- Clarifying requirements with customer stakeholders.
- Assembling the project team.
- Creating a project plan and splitting into subprojects: redesign & equipment, leadership & upskilling, organization & rules, communication.
- Conducting a kick-off event.
- Running the project with planning, progress control and controlling.
- Holding regular team meetings and updating the project plan.
- Regular reporting to the steering committee and securing approvals.
- Intensive stakeholder management across the organization.
- Conducting the project closing event.
- The goal was met in quality and budget but not on time due to COVID.
- Financial goals achieved: 50% office space vacated.
Sep 2020 - Feb 2022
1 year 6 monthsNuremberg, Germany
Product Owner
Insurance
- Implementing a modern input channel processing system at market standard across the group
- The input channel processing project lays foundations for a new process world and digital (dark) processing to meet service and cost goals. It prepares and digitizes data from incoming documents (cross-channel) and identifies the appropriate transaction for sender requests (mainly customers, brokers).
- Long-term strategy development for input channel processing to optimize the organization’s portfolio.
- Continuous intensive stakeholder communication to capture and assess needs.
- Defining and prioritizing features and functionalities.
- Conducting effort-benefit assessments to prioritize initiatives.
- Calculating ROI on short-, mid- and long-term company goals.
- Maintaining, prioritizing and organizing the backlog.
- Creating and defining user stories and epics.
- Preparing sprint planning, reviews and setting sprint goals.
- Deciding on releases of increments and releases.
- Selecting, hiring and managing external development resources.
- The project’s service and cost goals significantly improved.
- The dark processing rate for customer requests increased, raising input channel processing efficiency.
- New technologies were successfully evaluated and will soon further boost efficiency and dark processing rate.
Mar 2020 - Dec 2020
10 monthsBerlin, Germany
Consultant
Pharmaceuticals
- Introducing portfolio management and improving single project management
- Project goal: identify and clarify causes of project weaknesses in named units. A coordinated high-level plan with prioritized implementation steps and KPIs for performance improvement was delivered. Measures must be implemented within budget.
- Conducting a maturity analysis via document review, stakeholder interviews and observations.
- Reviewing findings with the client and identifying action areas.
- Creating a high-level concept with concrete, prioritized measures.
- Designing portfolio management as the highest priority measure, covering strategy, benefits, planning, evaluation, prioritization, control, governance and reporting.
- Introducing portfolio management through training for portfolio managers and leadership, supported by change management.
- Revising single project management to eliminate identified weaknesses and align it with portfolio management.
- Training project teams in single project management according to identified roles.
- Establishing KPIs to measure improvements.
- Post-implementation support to reinforce new processes.
- Project goals achieved.
- Weaknesses were identified and made transparent.
- Portfolio management introduction ensures stable organizational efficiency.
- Process revision and reorganization increased efficiency.
- Staff satisfaction in project work rose significantly.
Mar 2019 - Apr 2020
1 year 2 monthsDuderstadt, Germany
Program Manager
Medical Technology
- Program management for implementing the IT strategy and transforming the organization
- Implementing the IT strategy within three years. Establishing a new business-IT cooperation model with updated business process models and IT landscape renewal. Implementing IT-business governance and renewing demand and delivery processes. Simplifying, standardizing and digitizing applications and processes. Updating ERP systems with SAP S/4HANA and Business One. Implementing new PLM, BI, APS, MES, BPM, EA, PPM and CRM systems. Standardizing global IT infrastructure.
- Structuring the initiative into workstreams for analysis and design phase.
- Recruiting external specialists and partners for analysis and design.
- Leading interdisciplinary program teams from business units and IT.
- Managing external service providers.
- Budget creation and tracking, cost planning & control.
- Planning and building project organization.
- Creating program roadmap with ~30 subprojects.
- Splitting the portfolio into 3 sub-portfolios with their own program managers.
- Taking over one sub-portfolio.
- Steering and monitoring subprojects via project managers.
- Establishing a PMO for goal management, risk management, time, cost, quality, resource, communication, stakeholder and change management.
- Communication to the overall program, client and steering committee.
- Analysis and design phase successfully completed.
- All portfolio projects started and are productive.
- Most required new tools selected.
- Business process design nearly completed.
- A PMO was established and is productive.
Nov 2018 - May 2019
7 monthsSchopfloch, Germany
Consultant/Project Manager
Mechanical Engineering
- Introducing the PPM standard software “Planisware 6”
- Cross-group introduction of Planisware 6 to map and track the entire innovation and development process. The system should cover idea management, development planning, product development process, multi-project/portfolio management and resource planning/tracking.
- Clarifying requirements with stakeholders.
- Assembling the project team.
- Creating a phase plan: initiation, planning, design, implementation, testing, go-live, closure.
- Managing requirement and change processes.
- Creating a project plan and splitting into workstreams, detailed in the team.
- Conducting a kick-off event.
- Managing service providers and suppliers.
- Planning and executing release management.
- Designing and planning test management.
- Holding regular team meetings and updating the plan.
- Regular reporting to steering committee and securing approvals.
- Planning and conducting stakeholder management with relevant parties.
- Budget planning and tracking.
- Idea management, development planning and product development process were defined and established. Further processes will be implemented in a follow-up project.
- The project was completed in quality and budget, but not within the agreed timeframe.
Feb 2018 - Nov 2018
10 monthsHanover, Germany
Agile Coach
Insurance Companies
- Agile coaching of the company’s project organization
- A digitalization project for input/output management was set up to automate processes largely in dark processing with minimal manual effort. An agile project organization was established with various agile coaches to prepare organizational measures, conduct role-based training and support agile teams during transformation and project execution.
- Preparing measures for agile transformation of project organization: aligning agile structure, teams, change management, facility concept, management training before project start.
- Developing and preparing role-based training concept.
- Conducting role-based training for agile organization.
- Setting up and supporting agile pilot teams.
- Agile coaching of four out of sixteen agile teams.
- Sharing experience among agile, management and change coaches.
- The entire project organization successfully transformed from classic to agile methods with minimal loss.
- Management was convinced by the agile concept and supports it.
- Agile project management was accepted and internalized. Self-organized teams were seen as an asset, boosting productivity.
Apr 2017 - Dec 2018
1 year 9 monthsPlanegg, Germany
Project Manager
Pharmaceutical Logistics
- Leading the replacement of the organization’s archive system
- The existing TCP archive system (OpenText) is replaced by DOXIS (SER). Unused hardware and software components are removed or replaced. All TCP-archived documents are migrated to DOXIS. Documents previously archived via form overlay are converted to PDF. Existing archiving workflows remain unchanged where possible. Users in affected units switch to DOXIS and are trained. Identified optimization potentials are implemented if needed. The HR personnel file is integrated with the new DOXIS.
- Project manager with €3M budget and 15 staff.
- Leading interdisciplinary teams from IT and business units.
- Managing external service providers.
- Responsible for infrastructure design, application development, migration concept, process documentation, rollout and training concepts, and test concept.
- Managing change request process.
- Handling goal, risk, time, cost, quality, resource, communication, stakeholder and change management.
- Infrastructure measures and development tasks completed; rollout, migration, training and test concepts finalized.
- Module and integration tests completed; ~500M documents converted and staged for migration.
- All documents successfully migrated to the new archive system.
- Business processes maintained and optimized where sensible.
Jan 2016 - Jul 2017
1 year 7 monthsStuttgart, Germany
Project Manager
Ministry of Rural Affairs and Consumer Protection Baden-Württemberg
- Migration of 140 distributed databases into a central database
- Consolidating 140 SQL-Base databases into one Oracle database, eliminating replication as a basis for future processes. All tenants mapped in one schema while maintaining existing functionality. In a second phase, integrating FED databases into OneDB based on progress.
- Project manager with €4M budget and 16 staff.
- Leading interdisciplinary teams from organizational units.
- Responsible for high-level concept of technical changes, interfaces, changed processes and access control.
- Managing licensing and data protection questions under EU regulations.
- Responsible for detailed designs, implementation and rollout planning with internal and external teams, considering data protection and IT security.
- Managing external partners and change request process.
- Conducting extensive test management for operations with over 12,000 users.
- Handling goal, risk, time, cost, quality, resource, communication, stakeholder and change management.
- Project delivered within time, quality and budget.
- Business processes maintained and optimized.
- Database migration in two phases without disruption to users.
- Data protection and high EU IT security standards met.
Jan 2016 - Mar 2017
1 year 3 monthsMunich, Germany
Project Manager
Public Law Entity
- Digital transformation of the organization
- Establishing efficient digital data exchange with all business partners affecting processes. Outsourcing input/output management under SGB V legal requirements.
- Project manager with €3M budget and 12 staff.
- Leading interdisciplinary teams from organizational units.
- Responsible for high-level concept for income and outcome management and partner data exchange.
- Preparing tender documents, conducting European public procurement.
- Performing cost-benefit analyses and make-or-buy decisions.
- Responsible for detailed designs and implementation planning with internal and external teams, considering data protection and IT security.
- Managing external partners and change request process.
- Handling goal, risk, time, cost, quality, resource, communication, stakeholder and change management.
- Implemented legal changes within statutory deadlines.
- Digitalized processes with partners via a cloud solution.
- Outsourced input/output mail processing (paper, electronic, digital) externally.
- Incoming mail is captured, OCR-processed, classified and extracted by a service provider and passed to systems automatically (dark processing).
- Automated and digitalized response letter generation based on changed processes.
- Project completed within required quality, budget and nearly on schedule.
Sep 2014 - Oct 2015
1 year 2 monthsMannheim, Germany
Project Manager
Medical Technology
- Designing, setting up and operating a Project Management Office (PMO)
- Designing, setting up and operating a PMO for an international development program for blood analysis instruments and tests.
- Analyzing existing project management landscape.
- Creating a high-level concept to improve project management.
- Deriving concrete measures and tools in an implementation plan.
- Implementing or optimizing processes: risk management, scope management, organization, reporting, communication, planning & control, resource planning & control, documentation for regulatory and project needs.
- Building the PMO as a central communication and service point with staff and gradually introducing PM processes.
- Achieving unified planning system with a complete overview of program status.
- Optimizing risk management via quantitative risk assessment.
- Improving communication and knowledge exchange among participants.
- Creating transparency in documentation and preparing systematic regulatory records.
- Consolidating planning through multi-project control by area and function.
- Building project control for schedule and cost controlling.
- Designing and implementing program reporting with regular status reports and management summaries.
- Establishing rolling scope management and change management processes.
Apr 2011 - Aug 2013
2 years 5 monthsBasel, Switzerland
Project Manager
Pharmaceuticals
- Managing various validated IT systems in clinical development
- Introducing, developing and operating IT systems for clinical development of pharmaceutical products.
- Project manager with CHF 20M budget and staff responsibility.
- Leading international, interdisciplinary teams of system developers, programmers and staff up to 18 people.
- Designing & overseeing selection of standard software.
- Conducting and evaluating process analyses and designing optimizations.
- Performing requirements analysis, responsible for user and design specifications.
- Responsible for operations concepts including architecture and disaster recovery.
- Approving test concepts and coordinating test management.
- Approving training concepts and coordinating training.
- Creating and designing release management.
- Ensuring secure system validation in a regulated environment.
- Coordinating and managing system vendors, including contract and claim management.
- Systems selected and introduced within agreed timeframe.
- Budgeted costs kept within normal variance.
- Systems tested and validated without issues in a regulated environment, meeting quality and safety requirements.
- High user acceptance achieved through comprehensive training and early involvement.
Jan 2009 - Dec 2013
5 yearsRisch-Rotkreuz, Switzerland
Project Manager
Medical Technology
- Building and operating a Project Management Office (PMO)
- Building a PMO for an international development program (CHF 700M).
- Structuring the program into ~60 manageable subprojects.
- Designing and implementing a unified planning system across the program.
- Consolidating planning via multi-project control by area and function.
- Implementing overall program control with milestone plans and an early warning system.
- Building schedule and cost control via KPI systems (EVM and MTA).
- Designing and implementing program reporting with regular status reports and management summaries.
- Implementing resource management across program areas.
- Customizing project management software (MS Project 2007) with views, reports, macros and VBA.
- Transferring know-how and onboarding client staff.
- PMO established on time and on target.
- Unified planning provides a complete program overview at any time.
- Transparency achieved through structure and consolidation.
- Early warning system built via KPI methods.
- Program-level resource management enabled optimal capacity allocation.
Jan 2007 - Present
18 years 7 monthsInterim Manager, Freelance Consultant and Project & Program Manager
Jan 2003 - Dec 2007
5 yearsBerlin, Germany
Head of Software Consulting
Tiba Softwarecenter GmbH
- Head of software consulting department with staff and budget responsibility.
- Consultant for selecting, implementing and organizing usage of enterprise project management systems.
- Project manager with staff and budget responsibility on client assignments.
- Trainer for project management methodology and software.
Jan 1997 - Dec 2003
7 yearsMunich, Germany
Head of Software Consulting, Consultant and Trainer
Tiba Managementberatung GmbH
- Consultant and trainer in project management methodology and software.
- Head of software consulting with staff and budget responsibility.
- Project manager for client projects with staff and budget responsibility.
Jan 1995 - Dec 1997
3 yearsBremen, Germany
Graduate and Employee
Mercedes Benz AG
- Graduate thesis on selecting and introducing project management software.
- Subsequently employed in the organization & information department.
Summary
Interim management
Program and project management in classical and agile environments
Coaching of agile project organizations
Designing and implementing multi-project management & project portfolio management
Designing, setting up and operating project offices (PMO)
Selection & introduction of enterprise project management software
Project and program management
Project planning and control in multi-project environments
Project controlling and reporting
Project risk management
Resource management
Organizational skills
Strong stakeholder orientation
Leadership strength
Intercultural competence
Languages
German
NativeEnglish
AdvancedFrench
Elementary Education
Oct 1991 - Jun 1997
University of Bremen
Diplom Economist · Economics · Bremen, Germany
Oct 1989 - Jun 1991
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Industrial Clerk · Construction Clerk
Certifications & licenses
Certified SAFe® 5 Agilist
Agile Coach
Kraus & Partner
Professional Scrum Master
Scrum.org
Certified Management Consultant (CMC)®
Project Management Professional (PMP)®
Project Management Institute, Inc.
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