Project Manager, Senior Consultant

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

• Project a) Project Manager – Steering the update to ISO 27001:2022**

• As the Project Manager responsible for the update project to certify from ISO 27002:2013 to ISO 27002:2022, I was in charge of comprehensive planning and preparation of the project, including conducting a gap analysis.

• I coordinated the adjustment of existing measures 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 responsibilities, as was creating and maintaining the required documentation.

• The project's progress was made transparent through regular reports to management and ensured by continuous monitoring and adjustment of the measures.

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

• Audits were conducted at the client's customers.

• Tasks included addressing identified findings or providing the necessary evidence.

• This involved adjusting or creating documents and amending contracts with the provider.

• Regular reporting to management also took place.

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

• After half of the contract term had passed, the client decided to review all services contractually promised by the IT provider.

• In this context, I identified over 1,500 deliverables and responsibilities (D&O = Deliverables & Obligations) in the relevant service descriptions.

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

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

• The following service descriptions were in focus:

• IT Service Management

• Workplace Printing Service

• Application and Desktop Service

• Device Management Service

• Email including Email Archiving Service

• File Service

• Software Packaging Service

• Software Certification Service

• Software Distribution Service

• Project d) Senior Consultant – Changing service scopes in the existing service description**

• In collaboration with the client's IT provider, new service models were developed based on the FMO service descriptions.

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

• For this purpose, use cases were identified and subjected to a thorough process analysis, followed by targeted process improvements.

• It was also necessary to optimize 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 the elaboration was completed, 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

• Webserver Service

• Container Service

• M365 SAP / Oscare Service

• Output Management Systems (OMS)

• Telephony & Omnichannel Management Service

• Project e) Project Manager – Managing a benchmark**

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

• In my role, the responsibility was to oversee the entire benchmark process between the benchmarker, the IT provider and the client, to review the benchmark results, and to conduct price negotiations with the IT provider according to the client's requirements.

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 the operation and support for both services. In the first phase, an operations concept was created according to ITIL v4, taking into account the mandatory requirements of gematik. In the second phase, the concept approved by the client was implemented. Further tasks included:

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

Systems: Win 10, Office 2016, AGIL Data Warehouse.

Design and implementation of reporting requirements during the transition phase of the outsourcing project between LANXESS Deutschland GmbH and Fujitsu Technology Solutions GmbH. As part of this project, the contractual requirements, which were provided in English, had to be understood and any contractual gaps clarified and coordinated with the client. In total, around 160 reports were contractually required, with some of them having to be created manually in the Future Mode of Operation (FMO). In this context, I provided consulting and recommendations on the contractual requirements and acted as an interface to the 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: Windows 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. During the transition, the main task was to specify the contractual requirements in detail and implement them according to the ITIL framework. In the process, a future operating model (FMO) was developed and integrated into the current operating model (CMO) under the customer's global guidelines.

• Creating ITIL process documents (Problem Mgmt, Change Mgmt, and ITSCM)
• Preparing work instructions and training materials
• Conducting training for internal staff and subcontractor employees
• Liaison to the business unit
• Developing a sub-project plan

Systems: Windows 8 / Windows 10, Office 2016.

In the context of the second generation outsourcing of desktop and printing services at ODDO BHF-BANK, the provider Operational Services was advised in the offer, due diligence, and transition phases. The following tasks were successfully implemented:

• Description of ITIL lifecycle processes: Detailed mapping of ITIL processes and interfaces between the bank and provider, taking into account legal regulations and internal control systems (ICS) according to § 25a KWG (German Banking Act).
• Integration of bank-specific processes: Advising on integrating bank-specific processes into IT Service Management and provider governance, including harmonizing existing ITIL v3 processes and MaRisk requirements within the client's organization.
• Process analysis and documentation: Analysis, creation, coordination, and documentation of process flows with the client and provider for cloud usage according to ISO 27001.
• Due diligence and specialist workshops: Participating in due diligence reviews and technical clarification workshops with the bank client.
• Taking over sub-projects: Responsibility for specific topics and sub-projects in the transition to IT Service Management, including tool interfaces and process workflows.
• Claim and risk management: Active involvement in claim and risk management as well as reviewing contract documents.
• Risk management consulting: Advising the client on conducting risk analyses to meet 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 provider and client.
• Technical and organizational implementation of manuals: Implementing manuals according to MaRisk (AT 5 organizational guidelines and AT 6 documentation) and creating and reviewing work instructions for escalation processes, including steering of IT service providers 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 requirements under §25a KWG
• Implementation of internal control systems (ICS)

Systems: Win 7, Office 2010, Assyst.

Optimized the escalation process according to ITIL v3, including building an escalation tool. At the same time, conducted a gap analysis and evaluation of the Service Desk.

• Escalation management: developing an HTML tool based on MS Excel 2010.
• Creating a technical operations manual.
• Creating a user manual/documentation.
• Gap analysis and evaluation.
• Reviewing the work instruction for the escalation process.
• Weekly status report to the client.
• Collaboration with the business unit and IT.
• Coordinating work packages.
• ITIL v3.

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

In my role, I was mainly responsible for setting up a local service desk based on ITIL v3, with the goal of later integrating it into a global service desk. One key challenge was harmonizing the different IT management processes that were spread across several customer ITSM tools into a unified standard process. As part of this, I drove the introduction of ServiceNow as the central ITSM platform. 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.

• Developing the project concept
• Project planning
• As-is analysis
• Liaison with the business unit (Treasury)
• Gap analysis for request management processes
• Developing a migration concept
• Creating a test concept and test protocol
• Developing and defining request management processes: Incident Management, Change Request/Emergency Change Request, Maintenance Task (Standard Change), Problem and Service Request
• Customizing/implementing ITIL lifecycle management processes in ServiceNow
• Documenting process management
• Defining and creating SLA/OLA templates
• Planning workstation setup
• Staff management
• Planning and conducting meetings
• Establishing incident management
• Designing escalation management
• Implementing and customizing ServiceNow (requirements management)
• Migrating records from four different ITSM tools into ServiceNow
• Evaluating the ITSM system ServiceNow (cloud/SaaS)
• Creating a monthly management report template
• ITIL v3

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

In my role, I was responsible for planning, executing, and monitoring the deployment for over 4,500 clients, including creating and implementing the necessary processes for the unit. This involved coordinating the team and closely communicating with other project levels and service providers at various locations. A key part of my tasks was monitoring the deployment process and proactively analyzing and resolving errors. My responsibilities also included developing and overseeing the entire release and deployment process, including aligning and collaborating with specialist departments for deployment, rollout, and packaging. I was the central interface between these departments and ensured smooth implementation. Daily reports to project management, meeting deadlines, and escalation management were also part of my duties. 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 manage operations efficiently and handle incidents 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 in charge of entering 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 the routing of tickets to the appropriate support units during disruptions. After completing changes, I created entries in the CMDB and the internal wiki to ensure transparency and traceability. I also analyzed and optimized processes together with service management according to ITIL v3 standards and oversaw the applications’ alerting processes. I supported developers in application support and additionally managed 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 comprehensive support of a user helpdesk for 800 users, as well as the management and support of the server environment, covering both software and hardware components. I also handled software management and assignment with Spider and managed user accounts with Active Directory and NetIQ. Incident and request tickets were processed 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 comprehensive support of 1,000 helpdesk users. My tasks included assigning software and remote control using Empirum PRO, as well as user management through Active Directory. I also managed user profiles in the SAP system, including password assignment, maintenance and assignment of main roles, printer mapping, and user type assignment. In addition, I was responsible for creating and processing tickets using helpLINE.