Fred S.
Change & Rollout Manager for approx. 500 public authorities under SÜ2, upgrade & replacement of communication infrastructure
Experience
Mar 2024 - Present
1 year 10 monthsGermany
On-siteProject Excellence Consultant
Schröder Consultants UG
- Since 03.24, finalized partner contracts with application providers for portfolio management (OnePlanTM) and project controlling (ForProjectTM), continuing online training in tool application & implementation.
- Relaunched the company's website with a focus on these applications.
- In parallel, developed and implemented about 60 PM standard methods according to ICB4 and PMBOK7 in the Microsoft scenario 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 value, 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 approx. 500 public authorities under SÜ2, upgrade & replacement of communication infrastructure
Telekom Deutschland GmbH
- Developed for the first time the change and rollout process models as two action guides, from the request for change, civil works, hardware & software, operations, to the review report with a detailed task list.
- Effectively and securely implemented and operationalized with two teams and tracking systems, achieving efficient and complete synchronization, coordination, and communication of all stakeholders, tasks, instances, and subcontractors.
- All specialist services in the public sector across approx. 500 authorities have been significantly improved both quantitatively & qualitatively by the availability of the latest digital technology, in some cases only made possible, e.g., real-time image processing.
- Daily reporting to maintain maximum availability of communication systems.
- Progressive, detailed project lifecycle management with fine-tuned 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 approx. 3,000 customers handling battery software updates and/or hardware replacements in D-A-CH-I-FR
LG Energy Solutions Europe GmbH
- Legal & operational security were established by fundamentally developing a specialized change management approach with contract & claim management, including GDPR data protection, the Supply Chain Law (SCL), liability regulations, and hazardous goods logistics in the multicultural B2C environment between Korea and Europe. Evidence: 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 critical failures and ensuring the ongoing usability of the batteries for customers.
- Efficient collaboration with international service providers and the development of a centralized reporting system optimized project communication.
- Coordinating and especially synchronizing the 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, Database SQL
Feb 2021 - Jul 2021
6 monthsGermany
IT Portfolio Manager for an €xx million CAPEX IT 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 organize and budget IT customer needs (assets, power generators).
- Continuous reporting and process harmonization along the customer journey, with a reconciliation of cost over/underruns of 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 corporation
Thyssen Krupp Elevator AG
- Reached a sustainable agreement in a workshop with the core teams of the 5 global business units on a common approach model based on 3P3M (Portfolio-Program-Project-Maturity-Model-Management), along with defining and implementing an IT project management process with quality gates.
- Set a joint target of xx% efficiency increase through method standardization and optimization of global project management processes using a quality management system with agile and traditional methods.
- Identified action potentials for OPEX & CAPEX budgets.
- Introduced the 15 EVM KPIs at the quality gates, supported by UAT and OAT end-to-end.
- Team qualification in the staged plan, communication within the PM community.
- Reporting progress, including from mock-ups.
- Tools: P3M3 Portfolio-Program-Project-Management-Maturity-Model (Gartner etc.), 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 was successfully defined and aligned with the business processes and goals.
- The business scope of the legacy platform has been fully documented by the stakeholders (business, product, Epic Owners). (Customer journeys, UX)
- The technical roadmap was created, and the instances and teams were set up and staffed according to SCRUM/SAFe.
- Close fine-tuning of programming in coordination with regional and business units (UAT, OAT).
- Roadmap alignment with market and business development.
- Change and risk management, including their impact on business results.
- Budget scaling and detailing in cooperation with Finance and Business.
- Portfolio reporting up to board level.
- Tools: SCRUM, SAFe, DevOps, MS Project, O365.
Nov 2017 - Jul 2018
9 monthsGermany
Project Manager for traffic and logistics infrastructure digitization and operationalization
DB Netz AG
- Successfully prevented the shutdown of 30,000 track kilometers due to lack of digital maintenance.
- The agreed operational process model was gradually implemented and tested via SQL on SAP R3 DVS in a daily handshake of two teams (BA + DevOps) using SCRUM.
- About 150 million data points for all infrastructure objects were made available at the push of a button on a 12" tablet with georeferencing (image + document).
- Equipped with this, the approx. 10,000 DB employees can submit damage reports on site daily, fully documented and immediately. This saves a lot of time and improves quality for all follow-up processes.
- Development and implementation of a curriculum for DB field 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, led the programming and testing of the maintenance model with DVS data storage and front-end tablets in the DB cloud, with the BA and DevOps teams.
- Reporting on Senior VP level.
- Tools: SCRUM, MS Project, Oracle, SQL, Trello, O365.
Jul 2017 - Aug 2017
2 monthsGermany
Project Manager for proposal creation, identification and introduction of a standardized IT project management with compliance
BAMF - Federal Office for Migration and Refugees
- Created an agreed project charter defining 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 were completed with a cost-benefit analysis (WIBE, CAPEX, OPEX) in a subordinate federal agency of the BMI, following guidelines: V-Model XT, ICB4/IPMA.
- Identified objectives, risks, stakeholders, environment and boundary conditions.
- Proposed, integrated and anticipated in-depth change management for organizational and process changes in daily work.
- Prepared workshops, curricula and didactics. Approved and presented an agreed project charter. 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 and implementation focused on three interim areas for one year DOD (VGE CLR statutory reporting for corporate customers commission billing; IFRS15 corporate accounting standard with reconciliation; DWH consolidation & integration) completed on time and within budget.
- All three subprojects were run in real-time operation without interruption, outage or data loss. The risk and test management by key users was handled in parallel "on the fly".
- For all: the basis was controlling project KPIs using EVM (MS Project) with SCRUM/JIRA/Confluence/Kanban.
- Commission billing: data research and transmission, GUI with Tableau, MDM master data management for customers, accounting and sales (commissions).
- Commission billing: crisis management for one year delay and budget overrun.
- Commission billing: stakeholder and change management at a high level.
- Commission billing: test management in the QA team with an offshore team in India.
- IFRS15: corporate accounting standard with reconciliation, concept and requirements management, DWH data hub ETL architecture.
- IFRS15: agile BI project initialization, phase and WBS planning.
- IFRS15: MDM master data management in the DWH with 25 data sources in ongoing operation, processing 8 million billing records per day from accounting and billing.
- IFRS15: crisis management for group and internal coordination, planning and change management to compensate major workflow changes.
- IFRS15: IT security controls for data integrity worldwide.
- IFRS15: ongoing workshops for knowledge transfer.
- DWH: big data transfer of Otelo DWH from 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 monthsMunich, Germany
Court-appointed and sworn IT court expert
Munich District Court
- Note: This assessment is an example of this work since 1997.
- The expert order was turned into a concept and project that both reviewed the technical systems and related processes according to the mandate and prison regulations, and assessed the contractual duties of the landlord, general contractor and their subcontractors regarding proper delivery and performance of all trades.
- Through this methodical project approach (mapping multiple specifications) the required level of detail and execution became possible: communication systems, video, audio, locking and sensor systems, electromechanical systems with LAN/WAN-connected controls, via middleware in departmental clusters, prison control center with voice and video systems for facility monitoring and communication, including all power supplies and data transmission.
- Apart from execution control (trade standards) and operational audit (prison regulations), this also allowed detailed control of compliance with BSI and GDPR guidelines, and, if necessary, compliance with the Supply Chain Act based on the order of origin.
- Following the organizational, functional, building and trade structure, a comprehensive status assessment and functional evaluation of all systems was carried out step by step, which already led to improved operational safety in places.
- Mediation and facilitation of up to 25 stakeholders in monthly workshops.
- Crisis management for partial failures of the prison control center.
- Reporting to the court.
- Tools: construction and safety standards, GDPR and 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 assignment aimed to stabilize the ITSM help desk with 1st, 2nd & 3rd level support for 600 users, which was successfully achieved by the combined measures.
- Onshore/offshore software customizing of the central planning, purchasing, and billing system for about €15 billion annual revenue; ongoing daily change management carried out, stakeholder satisfaction achieved!
- Replaced the service manager in a collaborative effort, cutting open tickets from 900 to a sustainable level, maintaining social harmony and boosting performance.
- Reorganizing processes according to ITIL and training the team led to better service quality and faster response times.
- Managed a help desk with an external software vendor.
- Implemented a full 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 error handling & transitions for ongoing development & release management with an external nearshore & offshore provider in Belarus.
- Training service processes, defining and qualifying the team, performance monitoring.
- Crisis management with stakeholders from six departments + corporate accounting.
- Board/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 and team reconstruction (8 external members) for an EDI.FACT invoice volume of €13 billion annual revenue (retail), with about 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 on SAP, IT security for online data transfer, and consistency of billing data.
- Restored help desk services (1st to 3rd level) for corporate controlling and sales (Master Backlog Model).
- Requirements management with controlling.
- Crisis management for billing process in case of transfer failures.
- Test management of EDI interfaces, functionally & qualitatively with the controlling & sales departments.
- 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 opportunities that directly contributed to the successful ERP system implementation.
- Simultaneous PM training for employees boosted their competence and the team's efficiency for this key transition.
- Defined 12 internal projects, initialized projects & teams, and launched them in parallel.
- Identified and implemented current/target processes.
- CEO coaching with full current/target process identification from sales to service.
- Management reporting of KPIs (EVM).
- Began project management qualification with a project management certificate course GPM/IPMA.
- 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
- Replaced & rebuilt the internal team, linked with the contractor's 3 offshore teams; multicultural communication across India, Czech Republic, Germany, Finland.
- After 1.5 years, first-time creation of a project plan with the software vendor; introduced EVM project controlling.
- First-time definition and implementation of efficient test management through to acceptance (DOD) made result quality measurable and verifiable.
- Contract revision with the software vendor clarified delivery commitments and set penalties for non-delivery, which could ultimately be enforced.
- Crisis management when the team resigned + vendor delivered not at all or incorrectly.
- Team reconstruction & software reengineering.
- Team implementation with training & PM qualification.
- Requirements engineering review - requirements and specifications documents.
- Coordination with software vendor Tieto/Finland and 45 offshore staff in Pune.
- Contract management, claim management, penalty management.
- Agile project plan & controlling of KPIs & success factors.
- Coordination of requirement profiles from production planning.
- MDM master data management for machines/products with customer orders.
- Optimization of processing building panels with special machines including warehouse management.
- Setup of service help desk (Master Backlog Model) 1st to 3rd level for plant planning and sales in cooperation with nearshore & offshore software development teams.
- Introduction of agile software development in the SDLC.
- Intensive test management offshore + onshore and internally at code level and functional level.
- PMO services for the HOMAG group, executive board, and sales.
- Lotus Notes (Domino) adaptation to Microsoft Office in the project and between suppliers.
- Acceptance specifications based on work, storage, and order processing workflows.
- Board-level reporting for the risk fulfillment strategy.
- Recovery of €5 million in penalties due to 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
- The transition of the wealth management software for all products, dealers, and clients was further improved through digitizing business processes, enhancing functionality, data management, communication, and order execution with consistency checks, including IT security improvements.
- Success was based on a strict, disciplined introduction 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.
- Accepted through a test scenario with external vendors, including a new user help desk.
- Technically realized and, due to its complexity, only possible through 100% project controlling with EVM earned value, based on MS Project.
- Updated daily in non-stop change management.
- Developing a service help desk and conducting international training ensured 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 vote from a team of 15 department heads, to identify and implement the rationalization potentials of all plant types and components in the product range. The basis is a complete analysis of the as-is processes in production and operation compared with the target from the competitive field study, which yields 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.
- Execution of a complete analysis of the as-is processes and derivation of rationalization potentials (round 1).
- Field study of 10 plants in Germany and the Netherlands with the team.
- Results: The technical improvements and the increase in efficiency in the workflow (material handling, fermentation process, post-treatment) through optimized processes and production cost savings deliver high potential.
- Tools: PMBOK Guide, EVM, risk management, MS Project, O365.
Jan 2003 - Dec 2007
5 yearsGermany
Program Manager for PM Certification, ERP Rollout and Customization
Würth AG
- Thorough preparation through qualification, coaching and business process engineering of Würth Phoenix in Bolzano for the project management manual on funding management for ESF applications for the project management qualification of Würth Phoenix/Bolzano.
- Project initiation, team building, concept and strategy planning, planning and execution over five years (x million €, team up to 15 people) including test management of functions by key users.
- Change & rollout management: Implementing all business processes on the new ERP system of Würth Phoenix with the required customizing in Italy, Switzerland, Spain and Germany within the Würth AG group as a concerted action.
- Leading an international team and collaborating with nearshore in Bolzano and offshore development teams in Shanghai, 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 trade goods, suppliers, customers and internal financial accounts, cost centers & cost types.
- 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 found a company in the combined freight transport road-rail-road sector, in Germany and Europe (>50 million DM, about 50 employees core team). Assets: transshipment 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 controlling and reporting at TÜV Köln, PMO services reporting for management and group executives.
- Site manager for the first reference project at the KV terminal in Erfurt.
- Setup of an operations control system for freight transport with optimized processes and a 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 project management experience, I offer extensive expertise in digitalization, 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 action competence, methodological know-how, and strong communication skills to deliver sustainable results that meet customer satisfaction.
- 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 Acumen: 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
Languages
German
NativeEnglish
AdvancedFrench
ElementaryItalian
ElementaryEducation
TU Berlin
Diploma in Civil Engineering, Construction and Transportation Engineering · Civil Engineering, Construction and Transportation Engineering · Berlin, Germany
Certifications & licenses
Product Owner
SCRUM Master
ITIL
Certified Test Equipment Manager
TÜV
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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