Fred S.
Change & Rollout Manager for about 500 authorities under SÜ2, upgrade & replacement of communication infrastructure
Experience
Mar 2024 - Present
1 year 9 monthsGermany
On-siteProject Excellence Consultant
Schröder Consultants UG
- Since 03/24, completion of partnership contracts with application providers for portfolio management (OnePlanTM) and project controlling (ForProjectTM), continued online training in the use & implementation of the tools.
- Relaunched our own website focusing on these applications.
- In parallel, developed and implemented around 60 PM standard methods according to ICB4 and PMBoK7 in a Microsoft scenario as a database application, integrated in M365 and MS Project on the MS Power Automate platform. The goal is to automate PM processes to optimize economic benefit, with a launch 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 monthsGermany
Change & Rollout Manager for about 500 authorities under SÜ2, upgrade & replacement of communication infrastructure
Telekom Deutschland GmbH
- Created for the first time process models for Change and Rollout as two operating procedures, covering Request for Change, civil works, hardware & software, operations, up to the review report with detailed task list.
- Achieved effective and secure implementation & operationalization with two teams & tracking systems, efficiently and completely handling synchronization, coordination, communication of all stakeholders, tasks, instances, and subcontractors.
- All specialized services in the public sector for about 500 authorities have been significantly improved both quantitatively & qualitatively through the availability of the latest digital technology, in some cases only making them possible, 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 monthsGermany
Rollout Manager for ~3,000 customers for battery software updates and/or hardware replacement in D-A-CH-I-FR
LG Energy Solutions Europe GmbH
- Legal and operational security were established by building a dedicated change management approach including contract & claim management, covering GDPR data protection, supply chain law (SCL), compensation regulations, and hazardous materials logistics in the multicultural B2C setting between Korea and Europe. Proof: no recourse claims from end customers.
- Process quality was ensured through technical & organizational expertise, coordination, preparation, and execution of battery software updates and hardware replacements for 3,000 customers, minimizing critical failures and ensuring continued battery performance for customers.
- Efficient collaboration with international service providers and development of centralized reporting improved project communication.
- Coordinated and, above all, synchronized cooperation between customers, installers, and service providers.
- Implemented a Zendesk ticket system and synchronized it with CRM.
- Tools: MS Teams, O365, MS Project, Visio, Zendesk, GPortal, Webex, SQL Database
Feb 2021 - Jul 2021
6 monthsGermany
IT Portfolio Manager for a xx million € IT CAPEX budget
Uniper AG
- Achieved continuous investment security through an IT portfolio and project cost model that enabled structured planning and control.
- This in turn made it easier to focus on business-relevant IT initiatives and to organize and budget for IT customer needs (assets, power generators).
- Ongoing reporting and process harmonization along the customer journey with a reconciliation of cost variances in IT applications for the digitalization of internal customers' business processes.
- Tools: SharePoint, MS Teams, O365, DevOps, MS Project, Power BI, SAP, OKR
Jun 2019 - Sep 2019
4 monthsGermany
Project Manager for optimizing project management processes in the TKE Group
Thyssen Krupp Elevator AG
- Achieved a lasting agreement in a workshop with the core teams of the five business units worldwide on a common approach model following the 3P3M Portfolio-Program-Project Maturity Model Management, including defining and implementing an IT project management process with quality gates.
- Set a joint target of a xx% efficiency increase through method standardization and optimization of global project management processes via a quality management system using agile and traditional methods.
- Identified action potentials for OPEX & CAPEX budgets.
- Introduced 15 EVM KPIs at the quality gates supported by UAT and OAT end-to-end.
- Team training using a staged plan, communication within the PM community.
- Progress reporting, including on 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 monthsGermany
Portfolio Manager Digital Attacker
E.ON
- The simplified, modernized access to the B2C and B2B customer applications as the project goal on the new Digital Attacker platform has been successfully defined and aligned with business processes and objectives.
- The business scope of the legacy platform is fully documented by stakeholders = business, product, epic owners. (CJ, UX)
- The technical roadmap has been established and the instances and teams have been set up and staffed according to SCRUM/SAFe.
- Close fine-tuning of programming in coordination with the interests of regions and business units (UAT, OAT).
- Roadmap alignment with market & business development.
- Change & risk management including their impact on business results.
- Budget scaling and specification in cooperation with finance & business.
- Portfolio reporting up to board level.
- Tools: SCRUM, SAFe, DevOps, MS Project, O365.
Nov 2017 - Jul 2018
9 monthsGermany
Project Manager for transport & logistics infrastructure digitization & operationalization
DB Netz AG
- Successfully prevented the decommissioning of 30,000 track km of rail lines due to lack of digital maintenance.
- The agreed operational process model was gradually implemented and tested according to SCRUM using SQL on the SAP R3 DVS in the daily handshake of two teams (BA + DevOps).
- The approx. 150 million data entries of all infrastructure objects were made georeferenced and available "at the push of a button" on a 12" tablet (images + documents).
- Equipped this way, the approx. 10,000 DB staff can submit damage reports on site daily, fully substantiated and immediately. The time and quality gains are extremely high, as well as for all follow-up processes.
- Development and implementation of a curriculum for DB employees "on the tracks", the SAP DVS specialist support help desk, for all maintenance instances + processes.
- In the role of Product Owner & SCRUM Master with the BA + DevOps teams, managing the programming and testing of the maintenance model with the DVS data storage and 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 monthsGermany
Project Manager for proposal preparation to identify and introduce standardized IT project management with compliance
BAMF - Federal Office for Migration and Refugees
- Created an agreed project mandate that defined clear objectives and risks. The integration of a change management concept laid the foundation for a successful organizational transformation.
- As a result, project initiation and proposal preparation could take place, including return on investment calculation (WIBE, capex, opex) in a subordinate federal agency of the BMI, guidelines: V-Model XT, ICB4/IPMA.
- Identified objectives, risks, stakeholders, context, and constraints.
- Presented, integrated, and anticipated in-depth change management for changes in the organization and daily processes.
- Prepared workshops, curricula & didactics. Obtained approval for and presented the agreed project mandate. Reporting on CIO level.
- Tools: International PM standards PMBoK Guide/PMI, ICB/IPMA, P3M3 maturity model, EVM project controlling, risk management, MS Project, O365
Aug 2015 - Aug 2016
1 year 1 monthGermany
Program Manager Business Intelligence
Vodafone
- Planning & implementation focused on three interim priorities for one year of DOD (VGE CLR statutory reporting for enterprise customers commission billing; IFRS 15 standard group accounting with reconciliation; DWH consolidation & integration) completed on time and within budget.
- All three sub-projects ran in real-time operation without interruption, outage, or data loss. Key user risk & test management was handled in parallel "on the fly".
- For all: the basis was controlling project KPIs from EVM (MS Project) with SCRUM/JIRA/Confluence/Kanban.
- Commission billing: research & data transmission, GUI with Tableau, MDM master data management. Customers, accounting & sales (commissions).
- Commission billing: crisis management for one year delay + budget overrun.
- Commission billing: stakeholder & change management at a high level.
- Commission billing: test management in the QA team with an offshore team in India.
- IFRS 15: group accounting standard with reconciliation, concept & requirements management, DWH data hub ETL architecture.
- IFRS 15: agile BI project initialization, phase & WBS planning.
- IFRS 15: MDM master data management in the DWH with 25 data sources in live operation handling 8 million billing records per day from accounting & billing.
- IFRS 15: crisis management at group level + internal alignment, planning, change management to compensate for significantly changed workflows.
- IFRS 15: IT security control for data integrity worldwide.
- IFRS 15: ongoing workshops for competence transfer.
- DWH: big data transmission of Otelo DWH from Arvato to Vodafone in live operation, without data loss, MDM master data management.
- Tools: IFRS 15, SDLC, SCRUM, JIRA & Confluence, MS Project, DevOps, O365
Oct 2014 - Jan 2017
2 years 4 monthsMunich, Germany
Publicly appointed and sworn IT court expert
Munich District Court
- Note: this report is an illustrative example of this activity since 1997.
- The expert report mandate was implemented and executed as a concept & project that both carried out the testing of technical systems and related processes according to the mandate and JVA regulations, and evaluated the contractual obligations of the landlord, general contractor, and their subcontractors (craftsmen) regarding correct delivery and performance of all trades.
- Through this methodological project approach (mapping multiple specifications), the necessary level of detail and execution became possible: communication systems, video, audio, locking and sensor systems, electromechanical systems with LAN/WAN-networked controls via middleware in departmental clusters, JVA control center with voice & video systems for facility monitoring & communication, including all power supplies and data transmissions.
- In addition to execution control (trade norms) and operational inspection (JVA regulations), this also enabled detailed monitoring of compliance with BSI and GDPR guidelines, and, if applicable, observance of the supply chain law due to the order of operations.
- Based on the organizational, functional, building, and trade structure, a comprehensive status assessment and functionality evaluation of all systems was carried out step by step, which in places has already led to improved operational safety.
- Mediation & moderation of up to 25 stakeholders in monthly workshops.
- Crisis management for partial system failures of the JVA control center.
- Reporting to the court.
- Tools: construction & safety standards, GDPR & BSI standards, EVM project controlling, risk management, MS Project, O365
Sep 2014 - Apr 2015
8 monthsGermany
Interim Service Manager, Head of Business Application Helpdesk
MediaCom GmbH
- The project mandate aimed to stabilize the ITSM help desk with 1st, 2nd & 3rd level support for 600 users, which was successfully achieved through a set of measures.
- On-/offshore software customizing for the central planning, purchasing, and billing system handling approx. €15 bn annual turnover, executing constant, daily change management, stakeholder satisfaction achieved!
- Replacement of the service manager, cooperatively reducing 900 open tickets to a sustainable level, preserving social peace and improving performance.
- Reorganizing processes according to ITIL and training the team led to better service quality and faster turnaround times.
- Leading a help desk in collaboration with an external software vendor.
- Introduced 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 issues & transition for further development & release management with an external provider near- & offshore in Belarus.
- Training on service processes, defining and qualifying the team, and performance monitoring.
- Crisis management with stakeholders from six departments + group accounting.
- Board and executive reporting with KPIs from EVM.
- Tools: ITSM, ITIL, Agile SDLC (BA-SD-DEV-TEST-DEPL), O365, two ticket systems
Feb 2014 - Apr 2014
3 monthsGermany
Interim Program Manager, Service Management EDI.FACT Invoice
Lekkerland Information System
- Agile project & team reconstruction (8 external team members) for an EDI.FACT invoice volume of €13 bn annual turnover (retail), supporting approx. 5,000 internal users. The goal was to optimize billing and payment processes, mainly achieved through the help desk.
- Implemented the EDIFACT/e-invoicing application to SAP, ensuring IT security for online data transfer and consistency of billing data.
- Restored help desk services from 1st to 3rd level for group controlling and sales (master backlog model).
- Requirements management in collaboration with controlling.
- Crisis management for the invoicing process during transfer failures.
- Test management of EDI interfaces, both functional and quality checks, with controlling & sales.
- Tools: EDIFACT, Scrum, MS Project, O365
Jun 2013 - Sep 2013
4 monthsGermany
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.
- At the same time, project management training for employees increased their capabilities and overall team efficiency for this key transition.
- Defined 12 internal projects, initiated project & team setups, and launched them in parallel.
- Identified and implemented current and target processes.
- CEO coaching with full current-to-target process identification from sales to service.
- Executive reporting of KPIs (EVM).
- Launched project management qualification through a GPM/IPMA certification course.
- Tools: MS Project, O365, standard PM ICB/IPMA
Apr 2012 - May 2013
1 year 2 monthsGermany
Interim Program Manager for IT System Reengineering and the SDLC for a New Order Processing System
Holzma GmbH
- Rebuilt the internal team and linked it with the contractor’s three offshore teams, managing multicultural communication across India, Czech Republic, Germany, and Finland.
- After 1.5 years, created the first project plan with the software vendor and introduced EVM project controlling.
- Defined and implemented an efficient test management process up to acceptance (DOD), making result quality verifiable and measurable.
- Contract revision with the software vendor clarified commitments and deliveries, and added a penalty clause for non-performance, which could be enforced.
- Handled crisis management when the team resigned and the supplier failed to deliver or made wrong deliveries.
- Team reconstruction & software reengineering.
- Onboarded the team with training & project management qualification.
- Requirements engineering review: requirements and specifications document.
- Coordinated the software supplier Tieto/Finland and offshore team of 45 in Pune, India.
- Managed contracts, claims, and penalties.
- Agile project planning & controlling of KPIs and success factors.
- Coordinated requirement profiles from production planning.
- Managed MDM master data for machines/products tied to customer orders.
- Optimized processing of building boards with special machines, including warehouse management.
- Built a service help desk (master backlog model) from 1st to 3rd level for plant planning and sales with near- & offshore development teams.
- Introduced agile software development in the SDLC.
- Managed extensive offshore, onshore, and internal test processes at code and functional levels.
- Provided PMO services for HOMAG Group, executive board, and sales.
- Adapted Lotus Notes (Domino) to Microsoft Office within the project and across vendors.
- Defined acceptance criteria based on work, warehouse, and order processing workflows.
- Reported at board level on the risk fulfillment strategy.
- Secured a €5 m penalty due to a breach of contract.
- Tools: PMBoK Guide/PMI, ICB/IPMA, P3M3 maturity model, EVM project controlling, risk management, MS Project, O365
Jan 2008 - Jan 2009
1 year 1 monthSwitzerland
Program Manager Wealth Management
UBS AG
- Transitioned the wealth management software for all products, dealers, and clients by digitizing business processes, enhancing functionality, data handling, communication, and order execution with consistency checks, including improved IT security.
- Success was based on strict, disciplined use of agile software development (RUP Rational Unified Process Model/IBM) in a full end-to-end SDLC.
- Started with RRC Rational Request Composer by business analysts under high compliance requirements.
- Delivered through a test scenario with external vendors, including a new user help desk.
- Technically realized only through 100% project controlling with EVM earned value, based on MS Project, due to the complexity.
- Updated daily in continuous change management.
- Developed a service help desk and conducted international training, ensuring high stakeholder acceptance.
- PMO board reporting of KPIs.
- Tools: RUP, MS Project, Oracle, O365, EVM
Nov 2006 - Jul 2007
9 monthsGermany
Project Manager Value Analysis DIN EN12973
Schmack Biogas
- Agreement on the technical and procedural approach according to DIN EN 12973 as a decision by a team of 15 department heads to identify and implement rationalization potential for all plant types and components in the product range. The basis is a full analysis of current processes in production and operation compared with the target from the competitive field study, showing 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.
- Conduct a full analysis of current processes and derive rationalization potential (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-treatment) through optimized processes and production cost savings show high potential.
- Tools: PMBOK Guide, EVM, risk management, MS Project, O365.
Jan 2003 - Dec 2007
5 yearsGermany
Program Manager for PM Certification and ERP Rollout/Customization
Würth AG
- Thorough preparation through qualification, coaching, and business process engineering at Würth Phoenix in Bolzano for the Project Management Handbook on grant management for ESF applications as part of the project management qualification for Würth Phoenix/Bolzano.
- Project initialization, team building, concept and strategy planning, and execution over five years (x million €, team up to 15 people), including function test management by key users.
- Change & Rollout Management: Implementation of all business processes on Würth Phoenix’s new ERP system with the required customizing in Italy, Switzerland, Spain, and Germany within the Würth AG group as a coordinated effort.
- Leading an international team and collaborating with nearshore in Bolzano and offshore development teams in Shanghai and Barcelona.
- Introduction of change management processes and development of a comprehensive training curriculum for project managers.
- Integration of all business processes into the new ERP platform, including data migration and test management.
- Migration of master data for traded goods, suppliers, customers, and internal financial accounts, cost centers, and cost elements.
- Critical mission! DevOps of changes in ongoing operations 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 yearsGermany
Project Manager for Transmodal GmbH
Joint Venture DB AG/ Mannesmann AG
- Execution of a joint venture to establish a company in the combined road-rail-road freight business in Germany and Europe (>50 million DM, approx. 50 employees core team). Assets: handling systems, logistics, and telematics.
- Setup of a pilot company (group subsidiary).
- Strategic contract and cooperation management with BMV, BMBF, DUSS/DB AG, and KombiVerkehr.
- Ongoing R&D funding control and reporting to TÜV Cologne; PMO services reporting for management and group board of directors.
- Site manager for the first reference project at the Erfurt intermodal terminal.
- Development of an operations control system for freight transport with optimized processes and significant improvement in logistics efficiency.
- Development and construction of an innovative mobile handling 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 digitization, transformation, program and portfolio management as well as stakeholder, change, and risk management, currently using ChatGPT.
My skills range from strategic planning to operational implementation of complex projects in multicultural and international environments.
I combine technical and social skills, methodological know-how, and strong communication 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 and 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 negotiation, budget control, change management
- Process Optimization: BPM(N) ARIS, Kanban, configuration management (ISO 10007), value analysis (EN 12973), AI ChatGPT, quality management ISO9001
Languages
German
NativeEnglish
AdvancedFrench
ElementaryItalian
ElementaryEducation
TU Berlin
Diploma in Civil Engineering, Construction and Transportation · Civil Engineering, Construction and Transportation · Berlin, Germany
Certifications & licenses
Product Owner
SCRUM Master
ITIL
Certified Test Equipment Manager
TÜV
IHK Certified Trainer
IHK
PMP
PMI
GPM-Award-Assessor
Certified Project Management Trainer GPM with IPMA Level B Senior Project Manager
GPM/IPMA
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