Senior Project Manager and Business Analyst

We have designed a networking platform to improve cooperation and information in the district (Project 71). This networking platform is now to be implemented. To do this, we carried out a tender. We defined the necessary documents and processes. Through the award procedure, we also aimed to ensure that the service provider to be commissioned carries out quality assurance of the project team's results before implementation. In the end, we selected a provider.

Pilot project, strengthening AI skills through innovative, digital learning opportunities. The course comprised 8 modules. It focused on big data and how to gain new insights from it. The core elements were how accurate predictions are possible from corresponding data, how programs learn from data, which self-learning algorithms for data mining exist. At the same time, we prepared, divided, expanded, manipulated, scaled and graphically displayed real data sets in Jupyter Notebooks with Python.

The company owned a property that needed renovation. Due to the shortage of skilled workers, it had problems finding specialist companies. It was to be renovated to an extent that had not yet been determined. Due to my experience in real estate renovation projects (projects 30, 31, 33, 35, 36, 37), I was to take over the construction management. I led the construction process planning, trade coordination, tradesman management, research, logistics. Two weeks before the new tenants moved in, everything was finished, clean and beautiful.

Pilot project, strengthening AI skills through innovative, digital learning offers. Technical clusters were leadership knowledge and AI know-how, in-depth AI and application knowledge, agile work and change management in the AI context, culture and health-conscious leadership in the digital working world, and knowledge and technology transfer for corporate practice in a high degree of technical interdisciplinarity to meet current and future leadership challenges.

The startup is developing a solution for managing projects and digitizing business processes. Unique selling points are operating concept, fully automated project and status reporting, extensive plausibility checks and experience-based AI support for planning and decision-making under uncertainty. Since I had previously defined many details of the technical aspects (use cases), I worked as a product owner at the interface between business and IT and as a conceptual problem solver.

Supervisory requirements for ALM and RC are increasing. Increasing frequency and increasing levels of detail are driving complexity. We had to renew the existing system with a standardized ALM-RC solution and harmonize the risk management system landscape and processes. The focus was on the target image, regulations, risk modeling, stress tests, optimizing bank management, minimizing operational risk. We created process diagrams, requirement catalogs, data analyses and selected providers.

The law firm reorganized its processes, digitized, and introduced a cloud solution. To do this, the current processes had to be analyzed. I led the project, specified the methodology, and brought in a business analyst. The focus was on analyzing (interviews, documentation) the current processes, including presentation as flow charts for each internal working group, identifying deviations, optimization options, and identifying options for action. We presented our improvement approach to the board.

The company is a specialist in workflow automation, print data management. The task was to optimize the PM model introduced (Project 61). I supported the company in becoming more self-learning and focused on the approaches with the greatest effectiveness, the processes in practice. We implemented a learning cycle in relation to changes and their effects. In doing so, we improved solution finding, communication and decision-making. We successfully supported five projects during this time.

The bank carried out a major project to realign IT security and compliance in order to adapt its capabilities to the increased requirements of MARisk / BAIT. I led the development and introduction of a meta-process for implementing infrastructure components. We defined validities, triggers, quality criteria, controls, documentation and modeled the process. In addition, we developed the control of all relevant activities, defined result objects and release criteria.

Development of a generic project management solution to control the digitization of business processes. Unique selling points: operating concept oriented towards everyday processes, simple linking of costs and services, fully automated project and status reporting, extensive plausibility checks with help function and experience-based support (AI) for planning and decision-making under uncertainty. My tasks were overall project planning and management of the technical conception phase.

The bank wants to bring the next production release of the central online credit system for consumer finance (all loans except home loans) into production. The bank's own online channels are connected to this system, as are large comparison portals. To do this, I manage the external software vendors, coordinate the internal teams, for example for deployment or testing, and work closely with the application owner, the specialist departments, and IT service providers.

The customer processes service orders, with a focus on security. The aim was to structure the approach and develop a rough concept for providing services to internal customers with a focus on consulting. The approach should be derived from design thinking, as security thinking. We mirrored the current consulting process as a security thinking process in order to develop areas of action. The result was a model for expanding the existing forms of documentation and communication.

We used the findings we had gained during the preliminary study (cf. 51). From this we derived three areas of action. I managed a team for each area of action and ensured overall coordination. We based our approach on agile methods. One area of activity required extensive development work. To do this, I had several sprints carried out as part of a Scrum approach until the finished product was available and planned to go live with the next rule release.

Different file formats are processed. It is important that all processes can be carried out smoothly and effectively. Format harmonization contributes to this. This is crucial for digitization, as paperless banking, e.g. machine recognition and reading of documents, as well as robotics in the sense of automation, e.g. automatic transfer of existing data via interfaces including dark processing, require clean processing. We optimized the system.

In the first phase, I had an application developed for product lifecycle review. This software was to be expanded with the necessary MiFiD-relevant properties and functionalities. The bank had to meet regulatory requirements. The solution was to be made available as a release of the product lifecycle review. We also wanted to replace existing manual file loading processes with automated mechanisms and connect the relevant data sources.

With the SEPA payment procedures, uniform technologies and data formats were implemented, e.g. the SEPA Purpose Code (text key). In 2015, the specification was changed to version 2.9 and required the integration of new purpose codes. With these text keys, it is possible, for example, to classify and differentiate transfers and to implement process automation. The necessary change therefore affected a large number of systems, processes and data streams.

Product life cycle reviews are carried out to meet regulatory requirements and to support product management. The data storage should be transferred to a central database with uniform business logic. The application should serve as a central application for the administration and control of the review process for the bank's products and be incorporated into the bank's regular operations. For this purpose, I have drawn up a project plan and a cost structure.

Replacement of the operating system for managing and processing current accounts and deposit transactions: The customer planned to replace the self-developed operating system with the standard software SAP DM as part of the largest European IT program. All current accounts and deposit transactions managed in the system for the largest customer group of private and business customers were to be migrated from the old to the new system and then processed via SAP BA. This affected the contracts of around 6,000,000 customers.

The firms planned to renew the server infrastructure and make it highly available. To do this, I had to create specifications for a service provider so that they could develop a technical concept. I was also required to carry out a profitability analysis and organize the hardware procurement. I created the project plan, managed the implementation including server migration in the customer's data center until the new systems were put into operation and the old systems were shut down.

Quality assurance of the business plan and preparation of the complete financial plan: An entrepreneur planned to set up a kindergarten. She had developed an educational concept, prepared a cost-income estimate, looked for a suitable property and held the necessary preliminary discussions with authorities. She also had the promise of a private investor to finance the project on a large scale. She needed help with preparing a liquidity plan and negotiating with banks.

A new office infrastructure and a concept for a secure Internet connection were to be designed and implemented. In workshops, I determined the requirements and outlined a proposed solution. We contacted system houses, requested offers, evaluated them and had the most technically and economically suitable proposed solutions presented to us. At the same time, I developed a security concept. The focus was on firewalls, email security, spam and virus protection, and remote access.

The customer processes service orders with a focus on security. These tasks should be solved in accordance with the security policy and the specifications of ITIL V3. To derive areas of action and the further procedure, I carried out a maturity level determination of the Internet services. The focus was on virus protection in the email environment. I created documents that enable a uniform procedure and offer an ITIL V3-compliant framework for handling the services.

The customer had to carry out a release change to the latest version of the Basel II system in order to cover new regulatory requirements, for example BilMoG. The main task here was to define the necessary work packages, determine the timeline and identify the necessary roles and responsibilities in the project - including the associated staffing. The focus was particularly on the actual release changeover in order to maintain the bank's reporting capability.

The customer was looking for a fluent English-speaking multi-project coordinator for the project bundle coordination of an ALM and two Basel II projects in Frankfurt, Paris and Amsterdam. The task was to coordinate all projects in the context of the customer's overall projects and the banks' project plans. I managed the organizational support for implementation and the supply chain for the provision of software and documentation, involving the respective overall project managers. I had 150 flights!

The customer is pursuing a growth strategy with a focus on potential. Growth should be achieved through differentiation. Equal treatment of sales partners is not desired; there is a graduated support offer, but no sales extranet yet. The extranet is intended to promote the implementation of strategic goals. The key success criteria are therefore intelligent and target group-oriented offers. Differentiation should be achieved through individual integration of business process support.