Heiko Fuckerieder
Founder and Consultant
Experience
Founder and Consultant
Muzukuzu GmH
Senior Manager
Capgemini Invent
Senior Management Consultant
Cassini Consulting AG
Manager
Q_PERIOR AG
Manager
PricewaterhouseCoopers AG WPG
Various Roles
T-Systems International GmbH
Office 365 Implementation
Automobil OEM
The client is rolling out Office 365 as the future collaboration platform for office staff. As part of a group-wide project with the parent company, technical and organizational structures are needed to introduce and sustainably operate the new solution internationally.
- Agile program and project management
- Introducing agile working methods based on SAFe
- Conducting PI planning, reviews, and retrospectives
- Creating a group-wide business case
- Designing, creating, and implementing management reporting for rolling out Office 365 in the brand and group
- Developing a group-wide international rollout management concept
- Managing the strategic change process in the brand and group
- Strategic planning of topics for implementing and introducing Office 365
- Designing adoption and change management for the brand and group
- Implementing measures to ensure employee awareness and skills to use Office 365
- Regular group-wide planning of cross-functional and change support activities
- Rolling out Office 365 at international locations
TARES
Automobil OEM
The new mandatory EU directive for vehicle homologation and registration prompted the client to replace existing software solutions for core processes in vehicle homologation and documentation. An external software provider was commissioned to develop a new integrated software solution covering both areas and especially structuring data preparation from various upstream systems.
- Agile project leadership and management
- Communication between business units and the external software provider
- Tracking project progress and budget, with regular updates to the steering committee
- Quality assurance of business concepts created by internal teams
- Managing, commissioning, and controlling the external provider
- Drafting contracts (framework agreement, SLAs) for outsourcing software operations
- Coordinating integration of new software into client processes and adding an external support provider
- Leading contract negotiations with the external provider for application operations
- Integrating new software releases into regular operations
- Managing agile external development teams
Service Provider Selection
Dienstleistung
The client wanted a unified software solution to manage and distribute content across media channels. First, the required processes were defined before selecting a provider.
- Project leadership and management
- Developing the method for software selection and evaluating potential providers
- Process analysis and design to derive requirements for a provider
- Finalizing and consolidating business and technical requirements
- Preparing the Request for Proposals
- Managing the provider selection process from longlist to shortlist
- Preparing, conducting, and following up on provider workshops
- Developing and presenting software and provider recommendations
Strategic Realignment of Demand-Supply Organization
Dienstleistung
The client wanted to evaluate and realign their existing demand-supply organization. Board requirements were gathered through interviews. We then coached leadership on implementing the proposed solution.
- Subproject leadership
- Quantitative analysis of headcount, cost structure, and process design
- Portfolio management analysis for services and projects, deriving optimization options
- Qualitative analysis through interviews and a workshop with executive management
- Defining a target scenario based on board guidelines
- Deriving and evaluating measures to reach the target scenario
- Preparing board presentations for decision-making
- Detailing the target scenario with department leadership
- Developing cost reduction scenarios
- Coaching division leaders during transformation launch
Establishing a Control Unit
Energieversorger
Due to many international providers, the client wanted a central governance organization to consolidate requirements and manage service relationships group-wide. The project aimed to define key frameworks (organizational structure, roles, resource planning) for managing external and internal providers through an international partner management unit.
- Project management
- Analyzing existing provider governance rules
- Defining the new department using a RACI model
- Creating criteria for outsourcing services to nearshore/offshore providers
- Writing job descriptions for new partner management roles
- Defining governance rules between client and providers
- Detailing activities of the international partner management unit
- Process analysis and deriving optimization measures
- Building a KPI catalog for partner management governance
- Developing a staffing model
- Designing a concept for introducing change agents
Solvency II Implementation
Finanzdienstleister
The client needed structures to comply with Solvency II regulations. This involved setting up insurance-specific frameworks, creating new processes, and integrating existing ones. We used value-stream analysis to find optimization potential and established new ways of working with process stakeholders.
- Project leadership
- Process management
- Building and implementing project status reporting
- Analyzing, optimizing, designing, and introducing international business and technical processes
- Creating and executing international communications to explain new processes
- Setting up local support for process training and operations
- Building a global system and process map in Adonis
- Analyzing insurance systems for Solvency II
- Designing business and technical products
- Defining and launching enterprise process management
- Implementing permissions structures and an international collaboration model
- Managing and aligning multiple business concepts for product implementation
- Establishing central requirements management
- Designing test scenarios for process tests
- Planning operational process runs
- Developing ITIL-based support structures for international operations
OneHOUSE
Finanzdienstleister
The client wants to develop and implement a standardized process and IT landscape across Europe for seamless sales and operations of financial products.
- Agile program and project management
- Agile coaching
- Establishing and running a solution train with ceremonies, OKRs, and collaboration model
- Training leaders and staff on the new SAFe-based approach
- Handing off requirements to development
- Designing strategic IT architecture by business domain
- Planning, budgeting, and managing external providers
- Planning customer data migration
- Creating an architecture board
- Leading integration management for risk and dependency management
- Developing various architectural views by use case
- Supporting international rollout planning
- Defining and implementing ITIL-based service processes
Reorganization for Digitization
Finanzdienstleister
The client is restructuring IT, sales, and product divisions to adapt to increasing digitization. This includes introducing process automation, establishing international governance, building customer-centric applications and processes, and optimizing core processes and systems.
- Agile project leadership
- Defining architecture principles for enterprise governance
- Setting up board reporting on digital strategy implementation
- Building dependency management to align projects and processes
- Introducing agile tools (Jira & Confluence) to foster agile culture
- Preparing and delivering tool training and operational support
- Creating application maps and a transformation plan for digitization
- Operationalizing capability structures to measure strategy execution
- Establishing project architecture review processes
- Supporting evaluation of digital solutions
- Developing and executing a communications plan and activities
IT Organization Optimization
Finanzdienstleistungen
A BaFin audit required the client to optimize IT structures. This included IT strategy and organizational setup, managing all external providers (including procurement), establishing access management, and introducing IT risk management. They also wanted to implement service management with a new tool to speed up processes.
- Project leadership
- Workshops with CIO and senior management to identify opportunities
- Designing and launching an IT strategy
- Building strategic metrics and management reporting for the board
- Analyzing organizational structure and recommending improvements
- Designing and implementing a bank-wide provider management model
- Designing an IT risk management system
- Creating an access management system based on new requirements
- Designing a strategic procurement process
- Analyzing and optimizing service management processes
- Designing a software selection process
Golden Gate
IT and Service Provider
The client wants to digitize their value streams for end-to-end, IT-supported, largely uninterrupted processes.
- Agile project leadership following SAFe
- Agile coaching
- Managing CRM implementation
- Analyzing, designing, and modeling new sales processes (including marketing)
- Managing CRM implementation
- Planning and executing communication and change initiatives
- Preparing and leading program governance meetings
- Planning internal and external resources
- Establishing requirements management
- Regular status reporting to management
neoIT
Municipal Authority
The client wanted a new IT strategy derived from the digitization strategy and a process to sustainably develop future IT strategies. This was part of a larger program to reorganize Munich’s IT department.
- Project leadership
- Process management
- Developing an IT strategy (vision, mission, strategic dimensions, goals, and action areas) in alignment with department leadership
- Defining strategic projects
- Creating and launching a strategy development and portfolio management process
- Facilitating workshops with department leaders to align on IT strategy and process
- Reviewing KPIs and realigning them with IT strategy
- Designing and implementing IT service portfolio management
Vehicle IT Reorganization
Logistics, Transport and Traffic
The client wanted to improve and restructure vehicle IT (comfort IT on long-distance trains). A project was set up to bring IT and engineering staff into a new organization and establish new structures.
- Agile project leadership
- Process management
- Workshops with the board to design the target model (processes, roles, leadership, communication, organization) based on SAFe
- Detailing target structures
- Integrating relevant departments beyond vehicle IT
- Defining detailed processes and roles (RACI model)
- Establishing ITIL-based operations processes
- Estimating staff and resources for target model scenarios
- Creating and executing a transition roadmap
- Leading communication and change management for affected staff
- Establishing an agile approach for project measures
- Introducing and populating tools for the target model
IT Shared Service Center Setup
Aerospace Industry
The client wanted to consolidate IT into a global shared service center.
- Subproject leadership
- Supporting the CFO in building an IT SSC focused on finance (Germany, France, Spain)
- Defining the end-to-end "order-to-cash" process
- Developing work instructions for "order-to-cash," "investment-to-disposal," and "billing"
- Building a balanced scorecard for the IT SSC
- Bridging business and technical requirements
- Integrating IT SSC and Accounting SSC strategically and operationally with sales units
- Setting up billing structures and order processes
IT Strategy
Fashion Manufacturer
The client wanted an IT strategy developed with input from all leaders, including the board. In a multi-day workshop, we created a unified IT strategy together.
- Interviews with business units to gather and analyze requirements
- Defining vision, mission, strategic action areas, and prioritized measures in a workshop with management and IT leaders
- Documenting and producing the IT strategy
Developing and Implementing a Corporate Strategy
Telecommunications
The client wanted a five-year corporate strategy aligned with parent company guidelines and translated into a balanced scorecard.
- Program management
- Designing strategic direction based on parent company guidelines
- Defining target structures and aligning with leaders
- Defining metrics and measurement systems
- Identifying key action areas for each division
- Translating goals and measures into a balanced scorecard
- Implementing goals and measures in divisional operations
- Building reporting for strategic goals and measures
- Developing and executing a communications strategy for stakeholders
IT Organization Optimization
Public Administration
Due to repeated issues in IT operations, the client wanted an analysis of their IT organization and prioritized measures for improvement.
- Preparing, facilitating, and following up workshops with management to map current IT processes
- Advising leadership on optimizing the IT department
- Analyzing and identifying weaknesses in processes, tools, organization, and staff
- Evaluating weaknesses against defined goals
- Designing new IT processes, software, organization, and roles using Adonis
- Conducting management and staff briefings to present findings
Languages
Education
Diploma in Economics · Economist
Certifications & licenses
ITIL Foundation
Prince2 Foundation
SAFe 6 SPC
Scrum Master
Value Stream Analyst
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