Fred S. - Change & Rollout Manager for about 500 authorities under SÜ2, upgrade & replacement of the communication infrastructure

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Gilching, Germany

Experience

Mar 2024 - Present

1 year 6 months

Germany

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Schröder Consultants UG

Since 03/24, finalized partner contracts with application providers for portfolio management (OnePlanTM) and project controlling (ForProjectTM), ongoing online training in applying & implementing the tools.
Relaunched the company website focusing on these applications.
In parallel, developed and implemented about 60 PM standard methods based on ICB4 and PMBoK7 in the Microsoft environment as a database application, integrated into M365 and MS Project on the MS Power Automate platform. The goal is to automate PM processes to optimize business benefits, launching in the MS Cloud in 2025.
Tools: OnePlan, EVMS, Power Automate, SQLDB, O365, MS Project, MS Cloud, ICB4, PMBoK7

Sep 2022 - Feb 2024

1 year 6 months

Germany

Change & Rollout Manager for about 500 authorities under SÜ2, upgrade & replacement of the communication infrastructure

Telekom Deutschland GmbH

First-time creation of process models for change and rollout processes as two work instructions from request for change, through civil works, hardware & software, operations, to a review report with a detailed task list.
Effective and secure implementation & operationalization with two teams & tracking systems, achieving efficient, complete synchronization, coordination, and communication of all stakeholders, tasks, parties, and subcontractors.
All specialized services in the public sector at about 500 authorities have been significantly improved in quantity & quality by having the latest digital technology available, some only possible now, e.g., real-time image processing.
Daily reporting to ensure maximum availability of communication systems.
Progressive, detailed project lifecycle management with fine task control and progress monitoring in a regulated environment.
Tools: MS TEAMS, O365, OTRS, ROT, Webex.

Jan 2022 - Aug 2022

8 months

Germany

Rollout Manager for ~3,000 customer battery software updates and/or hardware replacements in D-A-CH-I-FR

LG Energy Solutions Europe GmbH

Legal and operational security were established by building a specialized change management approach model with contract & claim management, including GDPR data protection, SCL Supply Chaine Law, compensation rules, hazardous materials logistics in the multicultural B2C environment between Korea and Europe. Proof: no recourse claims from end customers.
Process quality was implemented through technical & organizational expertise, coordination, preparation, and execution of battery software updates and hardware replacements for 3,000 customers, minimizing incidents and ensuring continued battery benefits for customers.
Efficient collaboration with international service providers and the development of a centralized reporting system optimized project communication.
Coordination and especially synchronization of cooperation among customers, installers, and service providers.
Implementation of a Zendesk ticket system and synchronization with CRM.
Tools: MS TEAMS, O365, MS Project, Visio, ZenDesk, GPortal, Webex, Database SQL

Feb 2021 - Jul 2021

6 months

Germany

IT Portfolio Manager for a xx million € IT budget CAPEX

Uniper AG

We achieved continuous investment security through an IT portfolio and project cost model that enabled structured planning and control.
This made it easier to focus on business-critical IT initiatives and to organize and budget IT customer needs (assets, power generators).
Continuous reporting and harmonization of processes along the customer journey with a reconciliation of cost variances of IT applications for digitalizing internal customer business processes.
Tools: SharePoint, MS TEAMS, O365, DevOps, MS Project, Power BI, SAP, OKR

Jun 2019 - Sep 2019

4 months

Germany

Project Manager for optimizing project management processes in the TKE group

Thyssen Krupp Elevator AG

Sustainable agreement in the core team workshop of the 5 business units worldwide on a common approach model according to 3P3M Portfolio-Program-Project-Maturity-Model-Management, including definition and implementation of an IT project management process with quality gates.
Shared target of a xx% efficiency increase through method standardization and optimization of global project management processes using a quality management system with agile and traditional methods.
Identification of action potential for OPEX & CAPEX budgets.
Introduction of the 15 EVM KPI at quality gates supported by UAT, OAT end-to-end.
Team qualification in a step-by-step plan, communication within the PM community.
Reporting progress, including mock-ups.
Tools: P3M3 Portfolio-Program-Project-Management-Maturity-Model (Gartner et al.), PMBoK Guide, EVM Project Controlling, RISC Management, MS Project, O365.

Jan 2019 - Jun 2019

6 months

Germany

Portfolio Manager Digital Attacker

E.ON

The simplified, modern access to the B2C and B2B customer applications as the project goal on the new Digital Attacker platform was successfully defined and aligned with the business processes and objectives.
The business scope of the legacy platform is fully documented by the stakeholders (business, product, epic owners). (CJ, UX)
Technically, the roadmap was set up and the instances and teams were established and staffed according to SCRUM/SAFe.
Close fine-tuning of programming in coordination with the interests of the regions and business units (UAT, OAT).
Roadmap alignment with market and business development.
Change & risk management including their impact on business results.
Budget scaling and specification in cooperation with Finance & Business.
Portfolio reporting up to the board level.
Tools: SCRUM, SaFe, DevOps, MS Project, O365.

Nov 2017 - Jul 2018

9 months

Germany

Project Manager for Transport & Logistics Infrastructure Digitization & Operationalization

DB Netz AG

Successfully prevented the shutdown of 30,000 km of railway lines due to lack of digital maintenance.
The agreed operational process model was gradually implemented and tested in SCRUM using SQL on the SAP R3 DVS in the daily handshake of two teams (BA + DevOps).
The approx. 150 million data records of all infrastructure objects were made available at the push of a button, georeferenced on a 12-inch tablet (image + document).
With this setup, about 10,000 DB employees can file 100% substantiated damage reports on site every day, instantly. The time and quality gains are extremely high, as are for all follow-up processes.
Development and implementation of a curriculum for DB employees 'on the track', the SAP DVS specialist support help desk, covering all maintenance instances and processes.
In the role of Product Owner & SCRUM Master with the BA + DevOps teams, responsible for programming and testing the maintenance model with the DVS data management and the front-end tablets in the DB cloud.
Reporting on Senior VP level.
Tools: SCRUM, MS Project, Oracle, SQL, Trello, O365

Jul 2017 - Aug 2017

2 months

Germany

Project Manager for application submission to identify and implement standardized IT project management while ensuring

BAMF - Federal Office for Migration and Refugees

Drafted an agreed project charter defining clear goals and risks. The integration of a change management concept laid the groundwork for a successful organizational transformation.
Consequently, project initiation and proposal preparation could proceed with a cost-effectiveness analysis (WIBE, capex, opex) in a subordinate federal agency of the Federal Ministry of the Interior (BMI), under guidelines: V-Model XT, ICB4/IPMA.
Identified goals, risks, stakeholders, environment, and constraints.
Introduced, integrated, and anticipated a comprehensive change management approach for organizational and process changes in daily work.
Prepared workshops, curricula, and didactic materials. Approved and presented the agreed project charter. Reporting on CIO level.
Tools: International PM standards PMBOK Guide/PMI, ICB/IPMA, P3M3 maturity model, EVM project controlling, RISC management, MS Project, O365

Aug 2015 - Aug 2016

1 year 1 month

Germany

Program Manager Business Intelligence

Vodafone

Planning and execution focused on three interim priorities for one year DOD (VGE CLR statutory reporting for corporate customers' commission accounting; IFRS15 standard group accounting with reconciliation; DWH consolidation & integration) completed within time and budget.
All three subprojects were executed in live operation without interruption, downtime, or data loss. Key user risk and test management was handled in parallel 'on the fly'.
For all: the basis was monitoring project KPIs from EVM (MS Project) with SCRUM/JIRA/Confluence/Kanban.
For 1) Commission accounting: data research and transmission, GUI built with Tableau, MDM master data management for customers, accounting, and sales (commissions).
For 1) Commission accounting: crisis management for one-year delay and budget overrun.
For 1) Commission accounting: stakeholder & change management at a high level.
For 1) Commission accounting: test management in the QA team with an offshore team in India.
For 2) IFRS15: standard group accounting with reconciliation, concept & requirements management, DWH data hub ETL architecture.
For 2) IFRS15: agile BI project initiation, phase and WBS planning.
For 2) IFRS15: MDM master data management in the DWH with 25 data sources in live operation, handling 8 million billing records per day from accounting and billing.
For 2) IFRS15: crisis management at group level plus internal coordination, planning, change management to compensate for significantly changed workflows.
For 2) IFRS15: IT security control for data integrity worldwide.
For 2) IFRS15: ongoing workshops for knowledge transfer.
For 3) DWH: big data transmission from Otelo DWH at Arvato to Vodafone in live operation without data loss, MDM master data management.
Tools: IFRS15, SDLC, SCRUM, JIRA & Confluence, MS Project, DevOps, O365

Oct 2014 - Jan 2017

2 years 4 months

Munich, Germany

Publicly appointed and sworn IT court expert

Munich District Court

Note: this expert opinion is a representative example of this work since 1997.
The expert opinion assignment was developed and carried out as a concept and project, which both examined the technical systems and their related processes according to the assignment and the regulations of a correctional facility, and evaluated the contractual duties of the landlord, general contractor, and their subcontractors (craftsmen) regarding the correct delivery and performance of all trades.
This methodical project approach (mapping multiple specifications) made the required detailing and execution possible: communication systems, video, audio, locking and sensor systems, electromechanical systems with LAN/WAN-connected controls via middleware in department clusters, the correctional facility control center with voice & video systems for monitoring and communication, including all power supplies and data transmissions.
Besides execution control (trade standards) and operational inspection (correctional facility regulations), this also made it possible to check compliance with BSI and GDPR guidelines in detail and, if necessary, consider the Supply Chain Act based on the sequence of responsibility.
Following the organizational, functional, building, and trade structure, a comprehensive status assessment and functional evaluation of all systems were conducted step by step, which in places already led to improved operational safety.
Mediation & moderation of up to 25 stakeholders in monthly workshops.
Crisis management for partial outages of the correctional facility control center.
Reporting to the court.
Tools: construction & safety standards, GDPR & BSI standards, EVM project controlling, RISC management, MS Project, O365

Sep 2014 - Apr 2015

8 months

Germany

Interim Service Manager, Head of Business Application Helpdesk

MediaCom GmbH

The project assignment aimed to stabilize the ITSM Help Desk with 1st, 2nd & 3rd level support for 600 users, which was successful overall.
On-/off-shore software customization of the central planning, purchasing, and billing system for about €15 billion in annual revenue, carrying out ongoing daily change management and achieving stakeholder satisfaction!
Succeeded the service manager, working cooperatively to reduce 900 open tickets to a sustainable level, preserving team harmony and improving performance.
Reorganization of processes according to ITIL and training of the team led to improved service quality and faster response times.
Leading a help desk with an external software vendor.
Introduction of a complete SCRUM process in the help desk, from daily stand-ups to burndown charts and ticket backlog.
Agile PMO service for CFO + IT + Finance (Navision).
Agile SDLC (BA-SD-DEV-TEST-DEPL) for software defects & transition for further development & release management with an external near- and offshore service provider in Belarus.
Training service processes, defining and qualifying the team, performance control.
Crisis management with stakeholders from six departments and corporate accounting.
Board/executive reporting using KPIs from EVM.
Tools: ITSM, ITIL, Agile SDLC (BA-SD-DEV-TEST-DEPL), O365, two ticket systems

Feb 2014 - Apr 2014

3 months

Germany

Interim Program Manager, Service Management EDI.FACT Invoice

Lekkerland Information System

Agile project and team reconstruction (8 external resources) for an EDI.FACT invoice volume of €13 billion in annual revenue (retailers) and about 5,000 internal users. The goal was to optimize invoicing and payment processes, mainly achieved through the help desk.
Implementation of the EDIFACT/E-Invoicing application on SAP, IT security for online data transfer and consistency of billing data.
Rebuilding help desk services from 1st to 3rd level for corporate controlling and sales (master backlog model).
Requirements management with controlling.
Crisis management for the invoicing process during transfer failures.
Test management of EDI interfaces, functionally and qualitatively, with the controlling and sales departments.
Tools: EDIFACT, Scrum, MS Project, O365

Jun 2013 - Sep 2013

4 months

Germany

Project Manager and PM Trainer for ERP implementation

Gruma Maschinen- & Fahrzeug-Großhändler

Business process analysis identified optimization potentials that directly fed into the successful ERP system implementation.
Simultaneous PM qualifications for employees boosted their competence and thus the team's efficiency for this crucial transition.
Internal definition of 12 projects, project and team initialization, parallel start.
Identification and implementation of as-is/to-be processes.
CEO coaching with complete as-is/to-be process identification from sales to service.
Executive management reporting of KPIs (EVM).
Initiated project management qualification via a GPM/IPMA certification course.
Tools: MS Project, O365, standard PM ICB/IPMA

Apr 2012 - May 2013

1 year 2 months

Germany

Interim Program Manager for IT system reengineering and SDLC for a new order processing system

Holzma GmbH

Replaced and rebuilt the internal team, connected it with the contractor's three offshore teams, enabling multicultural communication between India, Czech Republic, Germany, and Finland.
After 1.5 years, created a project plan with the software vendor for the first time and introduced EVM project controlling.
Defining and implementing efficient test management up to acceptance (DoD) for the first time made result quality verifiable and measurable.
The contract revision with the software vendor clarified obligations for deliveries and services, and established a penalty for non-performance, which could ultimately be enforced.
Crisis management when the team resigned and the contractor either failed to deliver or delivered incorrectly.
Team reconstruction & software reengineering.
Team implementation with training and PM qualification.
Requirements engineering review – requirements and specifications.
Coordination with software vendor Tieto/Finland and 45 offshore staff in Pune, India.
Contract management, claim management, penalty management.
Agile project planning & controlling of KPIs & success factors.
Coordinating requirement profiles from work preparation.
MDM master data management for machines/products with customer orders.
Optimizing the processing of construction panels with special machines and warehouse management.
Setting up a service help desk (master backlog model) 1st to 3rd level for plant planning and sales, in cooperation with near- & offshore software development teams.
Introduction of agile software development in the SDLC.
Extensive test management offshore, onshore, and internally at code and functional levels.
PMO services for HOMAG Group, executive management, and sales.
Adaptation from Lotus Notes (Domino) to Microsoft Office within the project and between suppliers.
Acceptance specifications based on work preparation, warehouse, and order handling processes.
Board-level reporting for the Risc-Fulfilment strategy.
Secured a €5 million penalty due to contract breach.
Tools: PMBoK Guide/PMI, ICB/IPMA, P3M3 maturity model, EVM project controlling, risk management, MS Project, O365

Jan 2008 - Jan 2009

1 year 1 month

Switzerland

Program Manager, Wealth Management

UBS AG

The transition of wealth management software across all products, brokers, and clients was enhanced through digitalization of business processes, resulting in better functionality, data management, communication, and order execution with consistency control, including improved IT security.
The success was based on the strict, disciplined implementation and use of agile software development (RUP® Rational Unified Process Model/IBM) in an end-to-end SDLC.
Started with RRC Rational Request Composer by business analysts under heavy compliance requirements.
Validated through a test scenario with external vendors, including a new user help desk.
Technically implemented, due to its complexity, only possible with 100% project control using EVM (Earned Value), based on MS Project.
Updated daily in nonstop change management.
The development of a service help desk and delivery of international training sessions ensured high stakeholder acceptance.
PMO board reporting of KPIs.
Tools: RUP, MS Project, Oracle, O365, EVM

Nov 2006 - Jul 2007

9 months

Germany

Project Leader Value Analysis DIN EN 12973

Schmack Biogas

Agreement on the technical and procedural approach according to DIN EN 12973 as a vote by a team of 15 department heads to identify and implement rationalization potentials of all plant types and components in the product range. The basis was a complete analysis of current processes in manufacturing and operations compared with the target from the competitive field study, resulting in about 12% improvement potential.
Workshop setup and introduction of a comprehensive program to optimize value chains in biogas plant construction based on DIN EN 12973.
Performed a complete analysis of current processes and derived rationalization potentials (1st round).
Field study of 10 plants in Germany and the Netherlands with the team.
Results: Technical improvements and increased efficiency in workflows (material transport, fermentation process, post-processing) through optimized processes and production cost savings revealed high potential.
Tools: PMBoK Guide, EVM, Risk Management, MS Project, O365.

Jan 2003 - Dec 2007

5 years

Germany

Program Manager PM Certification and ERP Rollout & Customizing

Würth AG

Thorough preparation through training, coaching, and business process engineering at Würth Phoenix in Bolzano for the project management handbook on funding management for ESF applications for Würth Phoenix/Bolzano's project management qualification.
Project initialization, team building, concept and strategy planning, planning and execution over five years (x million €, team up to 15 people), including functional test management by key users.
Change & Rollout Management: Implementing all business processes on the new ERP system of Würth Phoenix with required customizing in Italy, Switzerland, Spain, and Germany as a concerted group-wide action within Würth AG.
Led an international team and collaborated with nearshore teams in Bolzano and offshore development teams in Shanghai and Barcelona.
Introduced change management processes and developed a comprehensive training curriculum for project managers.
Integrated all business processes into the new ERP platform, including data migration and test management.
Migrated master data for merchandise, suppliers, customers, and internal financial accounts, cost centers & types.
Critical mission! DevOps of changes during live operation in branches and warehouses, with international stakeholders, group-wide.
Tools: MS Project Central Server, SCRUM, SAP, Navision, O365, Phoenix ERP

Jan 1994 - Dec 1997

4 years

Germany

Project Manager for Transmodal GmbH

Joint Venture DB AG/ Mannesmann AG

Carried out a joint venture to found a company in the combined freight transport sector (road-rail-road) in Germany and Europe (>50 million DM, approx. 50 people core team). Assets: transshipment systems, logistics, and telematics.
Set up a pilot company (subsidiary).
Strategic contract and cooperation management with BMV, BMBF, DUSS/DB AG, and KombiVerkehr.
Continuous R&D research funding control and accountability to TÜV Köln for BMI research funds, PMO services reporting to executive management and group board members.
Construction manager for the first reference project at the combined transport terminal in Erfurt.
Developed an operations control system for freight traffic with optimized processes and a significant improvement in logistics efficiency.
Designed and built an innovative mobile transshipment crane.
Partner management with the Fraunhofer Society and other R&D partners.
Tools: MS Project, O365, Visio

Summary

With over 54 years of experience in project management, I offer extensive expertise in digitalization, transformation, program and portfolio management, as well as stakeholder, change, and risk management, now supported by ChatGPT.

My skills range from strategic planning to operational implementation of complex projects in multicultural and international environments.

I combine technical and social action competence, methodical know-how, and strong communication skills to deliver sustainable results that satisfy clients.

Project management: Certified GPM/IPMA Level B Senior Project Manager & Trainer (ISO10006, ICB/IPMA), PMBoK Guide/PMI, OKR Objectives-Key-Results, Agile management: SCRUM Master, Product Owner, SAFe, RUP, SDLC, JIRA, Confluence
Strategic leadership: PPM Project Portfolio Management (ISO21504), resource optimization, stakeholder & risk management, EVM Earned Value Management - project controlling (ANSI/EIA-748)
Business skills: contract negotiations, budget control, change management
Process optimization: BPM(N) ARIS, KANBAN, configuration management (ISO 10007), value analysis (EN 12973), AI ChatGPT, quality management ISO90001