Project Manager, Senior Consultant

Systems: Win 10, Office 365, Microsoft Teams, LeanIX, SharePoint.

• Project a) Project Manager – Management of the ISO 27001:2022 revision**

• As project manager for the revision project to certify ISO 27002:2013 to ISO 27002:2022, I was responsible for the full planning and preparation of the project, including a gap analysis.

• I coordinated the adaptation of existing controls and the implementation of new ones according to the requirements of the new standard.

• Preparing for internal and external audits was also part of my tasks, as was creating and maintaining the necessary documentation.

• Project progress was made transparent through regular reporting to management and ensured by continuous monitoring and adjustment of controls.

• Project b) Senior Consultant – Support of audit review focusing on critical infrastructures (KRITIS)**

• Audit reviews were carried out at the client's sites.

• The tasks included resolving identified findings or providing corresponding evidence.

• Documents were adjusted or newly created and contracts with the provider were amended.

• In addition, regular reporting to management took place.

• Project c) Senior Consultant – Review of deliverables and responsibilities according to the existing contract with the IT provider**

• After half the contract term had elapsed, the client decided to review all services contractually assured by the IT provider.

• In this context, I identified over 1500 deliverables and responsibilities (D&O = Deliverables & Obligations) in the relevant service statements.

• These were documented in a D&O tracker (claim register) I created.

• A joint review of all deliverables and responsibilities then took place in collaboration with the service owners.

• The following service statements were in focus:

• IT Service Management

• Workplace Printing Service

• Application and Desktop Service

• Endpoint Management Service

• Email including Email Archiving Service

• File Service

• Software Packaging Service

• Software Certification Service

• Software Distribution Service

• Project d) Senior Consultant – Modification of service scopes in the existing service statement**

• Together with the client's IT provider, new service models were developed based on the FMO service statements.

• The main goal was to adjust the service boundaries of the statement and its services so that the IT provider could assume end-to-end service responsibility.

• Use cases were identified and subjected to a thorough process analysis, followed by targeted process improvements.

• It was also necessary to optimize the relevant IT service management processes such as incident, problem, and change.

• In the further course of the project, all software products were recorded and documented in LeanIX.

• After completing the elaboration, the new service area was recorded in the contract change.

• The following services were in focus:

• Managed Software Service

• Application and Desktop Service

• Workplace Printing Service

• Web Server Service

• Container Service

• M365 SAP / Oscare Service

• Output Management Systems (OMS)

• Telephony & Omnichannel Management Service

• Project e) Project Manager – Management of a benchmark**

• Based on the existing IT contract, the client exercised the right to conduct a benchmark for several service statements.

• In my role, I was responsible for overseeing the entire benchmark process between the benchmarker, the IT provider, and the client, reviewing the benchmark results, and conducting price negotiations with the IT provider according to the client's specifications.

Systems: Win 10, Office 2016, Matrix42, Atlassian JIRA, Atlassian Confluence.

The IT service provider ITSG was commissioned by the AOK Federal Association to build an infrastructure for the electronic patient record (ePA) and the 'AOK Mein Leben' app. In addition, ITSG takes over operation and support for both services. In the first phase, an operations concept according to ITIL v4 was created, with mandatory consideration of the gematik requirements. In the second phase, the concept approved by the clients was implemented. Other tasks included:

• Reviewing contracts and creating a deliverables and obligations list
• Implementing gematik guidelines/requirements
• Creating the operations concept
• Creating and implementing 18 ITIL v4 practices/processes in the organization
• Designing and implementing governance (roles/committee structure/tasks, responsibilities)
• Evaluating ITSM tool
• Creating a requirements specification for implementing the ITSM tool Matrix42

Systems: Win 10, Office 2016, AGIL Datawarehouse.

Design and implementation of reporting requirements during the transition phase of the outsourcing project between LANXESS Deutschland GmbH and Fujitsu Technology Solutions GmbH. In this project, the contractual requirements provided in English had to be understood and any contractual gaps clarified and agreed with the client. A total of around 160 reports were contractually required, some of which had to be created manually in the Future Mode of Operation (FMO). In doing so, I provided consulting and recommendations on the contractual requirements and acted as an interface to stakeholders. Creation and implementation of reports for the processes:

• Availability Management
• Capacity Management
• Change Management
• Incident Management
• Problem Management
• Request Fulfillment Management
• Service Level Management

Systems: Win 10, Office 2016.

Infosys, an Indian IT service provider, took over the service for 120 business applications (AMS BI) as well as the service desk of the VW Group from the previous IT service provider. As part of the transition, the main task was to specify the contractual requirements in detail and implement them according to the ITIL framework. A future operating model (FMO) was developed and integrated into the current operating model (CMO) according to the customer's global guidelines.

• Created ITIL process documents (Problem Mgmt., Change Mgmt., and ITSCM)
• Created work instructions and training materials
• Conducted training for internal staff and subcontractor employees
• Acted as interface to the business unit
• Created a subproject plan

Systems: Win 8 / Win 10, Office 2016.

As part of the second generation outsourcing of desktop and print services at ODDO BHF-BANK, the provider Operational Services was advised in the offer, due diligence, and transition phases. The following tasks were successfully carried out:

• Description of ITIL lifecycle processes: Detailed presentation of the ITIL processes and interfaces between the bank and the provider, considering legal regulations and internal control systems (ICS) according to § 25a KWG (German Banking Act).
• Integration of bank-specific processes: Advice on integrating bank-specific processes into IT service management and provider control, including harmonizing existing ITIL v3 processes and MaRisk requirements within the customer's organization.
• Process analysis and documentation: Analyzed, created, aligned, and documented process flows together with the customer and provider for cloud usage according to ISO 27001.
• Due diligence and technical workshops: Contributed to due diligence checks and content clarification workshops with the bank customer.
• Taking over subprojects: Responsible for specific topics and subprojects within the transition to IT service management, including tool interfaces and process flows.
• Claim and risk management: Actively participated in claim and risk management and in reviewing contract documents.
• Risk management consulting: Advised the customer on conducting risk analyses to meet the regulatory requirements under MaRisk (AT 7, AT 9).
• Evaluation and integration of an ITSM tool: Services for evaluating and technically and procedurally integrating an ITSM tool between the provider and the customer.
• Technical and organizational implementation of manuals: Implemented manuals according to MaRisk (AT 5 organizational guidelines and AT 6 documentation) and created and reviewed work instructions for escalation processes, including IT service provider control for the bank on behalf of the provider.

Systems: Win 7, Office 2010, SAP.

As part of the transition for the SAP service, I took on the task of defining and documenting the ITIL lifecycle processes and the interfaces between Commerzbank and the new service provider, strictly following regulatory requirements. 21 ITIL processes from Service Strategy, Service Design, Service Transition and Service Operation were described, for example:

• Demand Management
• Service Level Management (SLM)
• Availability Management
• IT Service Continuity Management (ITSCM)
• Change Management, Asset and Configuration Management
• Knowledge Management
• Incident Management etc.
• Compliance with legal regulations under § 25a KWG
• Implementation of internal control systems (ICS)

Systems: Win 7, Office 2010, Assyst.

Optimized the escalation process according to ITIL v3, including setting up an escalation tool. At the same time, performed a gap analysis and evaluation of the service desk.

• Escalation management: developed an HTML tool based on MS Excel 2010
• Created technical operations manual
• Created user manual / documentation
• Gap analysis and evaluation
• Reviewed work instructions for the escalation process
• Weekly status reports to the client
• Collaboration with business and IT departments
• Coordination of work packages
• ITIL v3

Systems: Win XP/ Win 7, Office 2007, Visio 2007, ITSM system TTP/ ServiceNow.

In my role, I was primarily responsible for building a local service desk according to ITIL v3, with the goal of later integrating it into a global service desk. A key challenge was harmonizing the different IT management processes spread across several of the client's ITSM tools into a unified standard process. In this context, the introduction of ServiceNow as the central ITSM platform was advanced. My tasks included fully preparing the ITSM processes for implementation, including defining service levels (SLs) and other critical parameters. This groundwork served as the basis for the central international team that carried out the configuration and implementation in ServiceNow.

• Created project concept
• Project planning
• As-is analysis
• Interface to the business unit (Treasury)
• Gap analysis for request management processes
• Created migration concept
• Developed test concept and test protocol
• Created and defined request management processes: incident management, change request/ emergency change request, maintenance task (standard change), problem and service request.
• Adapted/implemented ITIL lifecycle management processes in ServiceNow
• Documented process management
• Defined and created SLA/OLA templates
• Planned workstation setup
• Staff management
• Planned and conducted meetings
• Set up incident management
• Designed escalation management
• Implemented and customized (requirements management) ServiceNow
• Migrated records from four different ITSM tools into ServiceNow
• Evaluated ITSM system ServiceNow (cloud/ SaaS)
• Created a monthly management report template
• ITIL v3

Systems: Win 7, Office 2010, Visio 2007, Altiris SVS.

In my role, I was responsible for planning, implementing, and monitoring the deployment of over 4,500 clients, including creating and implementing the necessary processes for the unit. This included coordinating the team and maintaining close communication with other project levels and service providers at various locations. A key part of my tasks was monitoring the deployment process, as well as proactively analyzing and fixing errors. My responsibilities also included drafting and overseeing the entire release and deployment process, including coordinating and collaborating with specialist departments for deployment, rollout, and poster posting. I was the central interface between these departments and ensured smooth implementation. Daily reports to project management, adhering to the schedule, and escalation management also fell under my responsibilities. Additionally, I was responsible for creating and maintaining relevant documentation and developing solutions in collaboration with cross-departmental teams. Using the Altiris application for monitoring and deployment helped me efficiently manage operations and handle any incidents that arose quickly and accurately.

Systems: MS Vista, Office 2007, HP Service Desk 4.5, HP Quality Center; Midas, HP OVO.

In my role, I was primarily responsible for administering the ITSM tool HP Service Desk 4.5. This required close collaboration with service and incident management to ensure workgroups, quick tickets, and user accounts were created and managed efficiently. I was also responsible for recording and monitoring SLs, analyzing error messages, and controlling ticket processes. In addition to tool administration, I monitored in-house applications using monitoring tools like Midas and HP Open View and coordinated ticket escalation to the appropriate support units in case of disruptions. After completing changes, I created entries in the CMDB and the internal wiki to ensure transparency and traceability. Furthermore, I analyzed and optimized processes together with service management according to ITIL v3 standards and oversaw the application alerting processes. I supported the developers as part of application support and additionally administered the HP Quality Center, including creating and maintaining user accounts.

Systems: MS Vista, Office 2007, Spider, Active Directory, NetIQ.

In my role I was responsible for project management and quality control during the rollout of 250 clients. My tasks included full support of a user helpdesk for 800 users and managing and supporting the server environment, including both software and hardware components. In addition, I handled software management and assignment using Spider and took care of user management via Active Directory and NetIQ. Handling incident and request tickets was done using Remedy User Version 7.0.

Systems: MS Vista, Office 2007, helpLINE.

In my role as a coordinator for 1st and 2nd level support, I was responsible for full support of 1,000 helpdesk users. My tasks included software assignment and remote control using Empirum PRO, as well as user management with Active Directory. I also managed user profiles in the SAP system, including password assignment, maintenance and main role allocation, printer setup, and assigning user types. In addition, I was in charge of creating and processing tickets via helpLINE.