IT Controlling, Project Controlling, BPMN 2.0

• Process modelling for Finance SAP S/4HANA using BOC ADONIS NP:
• Model processes following BPMN 2.0
• Serve as single point of contact, including coaching and enabling other modelers
• Develop concepts and solutions for requested questions
• Define and set up an appropriate approval workflow
• Audit models methodologically and functionally for workflow readiness
• Set up UAT (User Acceptance Tests) for readiness
• Audit the approval workflow
• Collaborate with internal process management department
• Governance, Risk & Compliance (GRC – European “SOX”) with BOC ADONIS NP or ADOGRC:
• Develop a risk management concept and related controls in existing ADONIS models
• Present benefits of BOC ADOGRC (BOC’s GRC suite) to management
• Migration to SAP S/4HANA:
• Analyze and validate finance process models in Solution Manager (FI, CO, PSM)
• Import them from Solution Manager into ADONIS NP and model them as described above to prepare for SAP S/4HANA (Project MOVE)
• Develop a follow-up concept for the process models to fit the defined Most Viable Products (Twin Peak / MVP) of the architecture model
• PMO support activities:
• Communication lists, meeting minutes, meeting organization, presentations, reports, overall risk register concept (BOC ADOGRC)

Tools: BOC ADONIS NP 14.0; Lotus Notes; SharePoint; SAP S/4HANA; JIRA; Confluence

• Project controlling volume about €100 million
• Governance, Risk & Compliance (GRC) of the purchase approval process – audit contract setup (purchase requisitions) including setup and quality assurance in SAP MM to ensure clearance, transparency, and reportability according to internal purchase rules and finance requirements
• Set up and evaluate three-year IT forecasts
• First-time setup of monthly field project reporting
• PMO support activities:
• Meeting minutes, meeting organization, presentations, and reports

Tools: SAP FI/CO; MS Office 365;

"Interim IT Controller" in the central department "Corporate Information Technology" at Vorwerk Services GmbH, a subsidiary of the holding VORWERK GmbH & Co. KG (VCO)

• Optimized the IT charging concept for all VCO subsidiaries worldwide
• Improved billing processes for all VCO subsidiaries worldwide
• Generated reports and analyses from Bee4IT (a CRM/ERP system for the entire IT)
• Optimized the IT business case concept
• Managed contracts for IT service agreements across about 50 global legal entities
• Set up IT financial core processes in BOC ADONIS and executed UAT (User Acceptance Tests)
• Supported PMO activities: communication lists, meeting organization, presentations, reports, and contract archiving Tools: Bee4IT (a CRM/ERP system for the entire IT), ADONIS (GPM Suite by BOC Group), SharePoint

Project Controller for two programs (about €10M each)

• Handled daily operations and ad hoc analyses
• Developed and implemented a project controlling system
• Set up project standards in SAP PS
• Conducted user acceptance testing (UAT) as part of the SAP implementation team
• Supported PMO activities: communication lists, meeting organization, presentations, and reports Tools: SharePoint; MS Office: Outlook, Excel, PowerPoint, Word; SAP: FI/CO, MM, PS

Central Project/Program Controller for UNITY: global infrastructure outsourcing to WIPRO (30,000 users, €550M global budget)

• Handled hands-on tasks, conceptual issues, and lessons learned
• Ensured quality assurance for the business case of international infrastructure
• Responsible for controls (SOX in the USA, JSOX in Japan) of the business case – single point of contact for internal auditors
• Managed global controlling of engaged local PMO offices (Ernst & Young)
• Ensured quality control of current and future costs for infrastructure providers across all five project workstreams (multi-project management)
• Ensured quality control of all costs including transformation and transition of the new global outsourcer, WIPRO, India
• Managed contracts: financial governance for IS/IT vendor contracts (including QA of procurement and vendor invoicing processes)
• Handled the invoice approval process (accounts payable) as part of the procurement cycle in an electronic procurement solution:
• Pre-checked invoice drafts before release in the vendor self-service portal (accounts, periods, quantities, amounts, terms, discounts, etc. at the purchase order level and internal measurements)
• Checked invoice approval matches to purchase order (PO) line items and internal measurements
• Checked invoice approval routing (correct approvers in the right order, internal vs. external issues)
• Checked status relevance for month-end processes (accruals) and project reporting (open budget)
• Collected lessons learned for all process participants (identified and resolved bottlenecks, sped up and streamlined processing, reinforced best practices, reduced invoice processing costs, captured early payment discounts, and avoided late payment penalties)
• Developed a new concept for international business case reporting – new running costs and transformation costs internationally (set up cost centers, evaluated internal BI system, established KPIs, complex reporting concepts)
• Managed the interface and quality assurance of global PMO reports, data, and SteerCo meetings: checked financial impacts of change requests on budgets and costs
• Communicated with global finance and project teams; directly or via WebEx; flexible across time zones (focus on the USA and Japan)
• Set up global project reports combining the new OLAP system and Excel with clear visibility of OPEX and CAPEX in the business case structure and planning cycles
• Captured lessons learned to improve new OLAP reporting tools and change request processes
• Handled day-to-day business (including monthly closing, e.g., project accruals for accounting compliance)
• Trained and coached internal employees to transfer knowledge
• Transferred know-how for global program/project reporting via OLAP
• Supported PMO activities: communication lists, meeting organization, presentations, reports, and contract archiving Tools: SAP FI/CO (PM tool); eBUY (procurement); INSA (invoice approval workflow); IBM Cognos TM1 (OLAP); MS Office: Outlook, Excel, PowerPoint, Visio, Word; SharePoint (user)

• Developed the direct and accounting processes for IT project controlling, facilitating various process stakeholders (from vendor management, invoice processing, project booking, transfer pricing, direct project reporting – EVM, all issues related to capitalization during software development, cash out and P&L balance reporting); defined a RACI matrix with five different project controlling roles

Tools: PM tool: CA Clarity PPM 13.3.00; MS Office: Excel, PowerPoint, Visio, Word; ERP: SAP FI/CO; BI tools: IBM Cognos TM1, MicroStrategy

• Executed, improved and established a stable, individual cost control system for monthly project cost controlling (actual costs, accruals for fixed-price and time & material contracts, planned cost breakdown on a monthly basis, monthly value hybrid reporting with key performance indicators)
• Acted as interface to the Project Portfolio Office, Accounting Department, and project managers/offices

Tools: PM tool: CoPTrack; ERP: SAP CO; MS Office: Outlook, Excel, PowerPoint, Visio, Word

• Built the commercial framework, from identifying ASP and ISP costs to charging
• Validated and extracted the existing IT service catalogue for framework issues
• Validated CSC incoming infrastructure costs (CSC is the largest infrastructure outsourcer in the insurance sector)
• Set up QA process for time reporting in SAP-CATS

Special tool: OLAP "FileMaker", SAP-CATS

• Executed, monitored, and reworked the weekly Earned Value reporting
• Audited CAPEX and OPEX of the workstreams
• Evaluated a VBA program for an EVM Index (Earned Value)

Special tool: MS SharePoint

• Finance cross-sectional function for implementing ITIL Financial Management for IT at the IT System House of the German Federal Employment Office in Nuremberg
• Documented processes, defined targets, and evaluated a tool for all finance processes of the IT System House (with a special focus on budgeting and forecasting)
• Defined ITIL financial key data and ratios (KPI) and validated ITIL Service KPIs
• Conducted IT benchmarking and TCO analysis based on Gartner's model
• Continuously reviewed IT service catalogue pricing (including licenses) with the Service Level department
• Audited and facilitated CMMI-related quality gates for all ITIL service processes
• Owner of the internal wiki for publishing ITIL financial processes
• Documented object-oriented financial processes according to RASCI in the ECM software Innovator/MID

Special tools: Wiki, ECM software Innovator/MID, Prince2 project management

• Process Management: Analysis, documentation and new design
• Focus: General Ledger and Fixed Assets, to be handed over to a SSC (Shared Service Center)
• Process Documentation “As is” via Interview in software “Visio” and …
• Process Design “To be” in software “Visio”

Special Tools: MS Visio

• Compliance Finance: Revenue, Expenses, Financial Reporting, Treasury, Fixed Assets, Taxes, Human Resources; Credit note processing; Sales and Receivables;
• Building up Design Effectiveness
• Testing of Operating Effectiveness
• Risk Evaluation and Elimination inclusively validation of SAP-Authorizations

Special tools: “MS Visio”, Shell’s web based documentation platform for US-SOX called “ GreenLight”

Development of a process model and a questionnaire for measuring IT efficiency (KPIs) of FinanzIT GmbH's (Berlin) customers - the IT provider for all German savings banks, regional banks and their associated partners

Moderation and coaching of the implementation of a concept for internal service charges (charging outsourced IT production costs to internal departments) at DG HYP, Hamburg

Audit of all clients, client acquisition, product development, marketing, presentations, establishing the business plan; responsible for six employees. Six-week training in tools and techniques used for IT auditing, e.g. introduction to the COBIT framework

Concept, implementation and documentation of internal cost allocation between an electronic data processing center and all internal and external departments of the bank; validation of Service Level Agreements; management of two IT experts.

Two projects for financial service providers:

• Introduction of activity-based costing in an Austrian universal bank (Creditanstalt (CA) / Vienna / Austria).
• Process optimization and structure design, statistical analysis of staff performance (Württemberger Hypothekenbank (WH) / Stuttgart / Germany).

Relevant training:

• E&Y Consulting seminar cycle: business process consultant
• RKW North Rhine-Westphalia seminar: project management