Mirko H.
Lecturer in Project Management and Quality Management
Experience
Cybersecurity Manager
JOYNEXT GmbH
Cybersecurity for the RTCU project for the Stellantis group.
Cybersecurity management was heavily criticized by the customer Stellantis, and competence was questioned. The customer demanded very close reporting of the most critical issues. Requirements were either undocumented or incomplete, the architecture for cybersecurity controls was missing, and documentation like the cybersecurity plan, cybersecurity concept, and others was incomplete and sometimes formally incorrect. Progress and improvements were not visible.
- Built customer trust and de-escalated tensions
- Sprint planning with the customer based on SAFe
- Managed task force
- Shifted planning and control to an agile approach; reviewed and updated cybersecurity documents
- Communicated and solved problems with suppliers, especially Rolling Wireless (China) and Autocrypt (Korea)
- Conducted internal workshops and aligned across hierarchy levels from developers to the CTO
- Coordinated work packages and managed implementation across Joynext locations in Dresden (DE), Ningbo (CN) and Oborniki (PL)
- Reporting
- Supported cybersecurity audits
- Coached the cybersecurity managers at Joynext
- Critical customer issues were de-escalated
- Creation and approval of requirements were significantly accelerated (5x)
- Third-party components were delivered on time
- Effort for vulnerability management was reduced by a factor of 3
- Cybersecurity documents were created and delivered in compliance with existing standards
- Methods and tools: V-Model, ASPICE, IREB standards, ISTQB standards, Scrum, Kanban, SAFe®, PMP, IPMA, BPMN 2.0, Microsoft Office, Microsoft Project, Atlassian Jira, Atlassian Confluence, Siemens Polarion, Dependency Track
Quality Project Lead, Assessor, Scrum Master, Cybersecurity Manager
SMR Automotive Mirror Systems GmbH
Camera monitoring system and transformation to new processes.
Side mirrors on vehicles are being replaced by camera systems. This development was new to the customer; quality standards for software and electronics were not established, and there was no experience with development processes. The tool chain was incomplete.
- Internal assessor for camera monitoring systems (ASPICE)
- Coached agile methods (role of Scrum Master)
- Facilitated agile meetings (sprint planning, standups, review meetings, retrospectives)
- Collaborated with product owners of the HKMC and MAN projects
- Integrated Scrum teams in Korea, Germany and India
- Introduced JIRA as a tool to support agile project management for QA
- Resolved impediments (all project sites, all hierarchies)
- Ensured company standards for systems engineering, software development, cybersecurity (ISO 21434), functional safety (ISO 26262) and quality (ASPICE, VDA 6.x)
- Optimized processes (lean approach integrated with Scrum)
- Supported customer audits (McLaren, MAN/Volkswagen, HKMC)
- Conducted training on agile and technical standards
- Defined and rolled out cybersecurity processes (ISO/SAE 21434)
- Project management for the "New Process Landscape" (ASPICE 4.0, ISO 26262 & 21434)
- Quality management for camera monitoring systems
- Interim team leadership for software requirements/software architecture
- Managed external test providers (LTTS/India, Bertrandt, ...)
- Products for McLaren, MAN and Hyundai/Kia were approved for series production
- Processes are established, employees are trained
- Tool chain was strengthened, standards established (Jira, Jenkins, ...)
- Final customer audits were 100% passed
- Methods and tools: V-Model, ASPICE, IREB standards, ISTQB standards, Scrum, Kanban, SAFe®, PMP, IPMA, BPMN 2.0, Microsoft Office, Microsoft Azure DevOps, Atlassian Jira, Atlassian Confluence, IBM Doors, Jenkins
Managing Director, Product Owner
IDfant GmbH
Automated creation of dental prosthetics.
Creating dental prostheses requires significant effort to adjust the prosthesis accurately. This number of sessions is burdensome for both the dentist and the patients. The dentist receives a flat fee, so each additional session makes the treatment less economically attractive.
- Defined vision, mission, and guiding principles
- Built the team (development, medical expertise, dental technology)
- Acquired project partners (dentists, dental technicians)
- Managed product development
- Developed prototype
- Established partnership with the state of Baden-Württemberg
- Sought VC funding (unsuccessful)
- Sought industry partnerships (unsuccessful)
- The product works. Treatment time can be reduced by 80% and quality is significantly improved. This was confirmed in studies by the University of Freiburg and the University of Basel.
- The software implementation is technically feasible and can start with funding.
- Methods and tools: Scrum, Lean Leadership, Microsoft Office, MindMeister
Software Project Manager, Product Owner, Coach (Scrum Master)
Valeo / Valeo peiker acustic GmbH & Co. KG
Development of a new platform for telematics modules in passenger cars (eCall - automatic emergency call function, navigation, mobile communication).
Acquiring new business for Renault Nissan and Volvo was important for further growth. Additionally, the internal IT infrastructure was optimized with a new ALM system, and customer audits had to be passed.
- Volvo customer: project acquisition, agile project setup with SAFe
- Presented the software project structure to Volvo in Sweden
- Lead assessor for ASPICE assessment (Friedrichsdorf / DE, Cairo / EG, Créteil / FR)
- RNMA customer (Renault-Nissan-Mitsubishi Alliance): defined standards for project planning, ticket handling, configuration management, and development documentation
- Modularized and planned the product backlog (4G, 5G, GPS, Bluetooth, WiFi, eCall, remote engine start, theft protection, SW update / over-the-air flashing, security)
- Optimized retrospective meetings to improve quality
- Process optimizations were implemented
- Customer audits were 100% passed
- Acquisition to the next phase was successful
- Backlog and modularization were rebuilt
- Methods and tools: PMP, SAFe®, Jira, Confluence, Microsoft Office, IBM Doors, ISO 27001, SAP R/3
Management Consultant for Logistics and IT Infrastructure
Mercedes Benz
Introduction of a new planning tool for global drivetrain logistics.
In the global supply chain of Daimler Trucks, a mechanism was to be developed to detect bottlenecks in components earlier and react faster.
- Analyzed weaknesses for the plants in Detroit, Kassel, São Bernardo and Kawasaki
- Conducted interface analysis regarding product variants and IT systems
- Designed a monitoring and control tool for capacity and range determination
- Built and introduced a reporting structure and a reporting tool
- 80% of bottlenecks are detected in advance instead of only upon delivery
- Users are trained and the rollout has taken place
- Dashboard for higher transparency in management
- Methods and tools: ITIL®, PMP, MS Office, Jira, BPMN 2.0, Microsoft Office, SAP H/4
Scrum Master, Product Owner, Project Coach
Joyson Safety Systems GmbH
Transformation from traditional project management to agile structures.
Experiences from series projects must be usable for future projects. It turned out that the current project map does not reflect these “lessons learned.” The “wheel is often reinvented.”
- Definition of agile processes for the key areas release management, quality management, configuration management, project management, change management
- Establishment of agile reporting structures (steering committees, regular meetings / cadence)
- Training and coaching for product owners and quality owners
- Management of customer escalations in critical projects / removal of impediments
- Strategic consulting for management
- Definition of processes
- Process map has been updated
- Agile methods were defined and anchored in the organization
- Rollout completed including optimization through 5 improvement cycles as part of retrospectives
- Methods and tools: Scrum, SAFe®, Atlassian Jira, Atlassian Confluence, BPMN 2.0, Microsoft Office, IBM DOORS, SAP R/3
Transformation of the entire system development to Agile
Takata
Requirements Manager, Product Owner, Agile Coach
Bombardier Transportation
Expansion and further development of IT service management.
The requirements for a new service management had to be standardized and aligned with all stakeholders. A key part of this was deciding on the methodology and tools for requirements management.
- Analysis and structuring of customer requirements
- Clarification of requirements with stakeholders
- Change management: evaluation and implementation
- Supplier management: translating system requirements into supplier specifications
- Improvement / change of the tool landscape for the new requirements management system → integration into the ITIL environment
- Definition of the product backlog
- Project defined in an agile way and
- Requirements were identified, stakeholder commitment
- Tool selection
- Rollout and training completed
- Methods and tools: Scrum, ITIL® v3, IREB CPRE, UML, SysML, Microsoft Office, Microsoft Project, IBM DOORS, Jenkins
Project Manager, Product Owner
Takata AG
Development of reversible seat belts for the Mercedes-Benz A-Class.
Takata had not yet produced a reversible belt pretensioner (seat belt) in series. Unlike conventional belts, it’s possible to parameterize specific tension curves for the belt and thus implement safety functions like Pre-Safe. The project was behind schedule, the budget was critical, the team was incomplete, and the customer was on the verge of escalation.
- Project management for project setup and support of the first phases of the project
- Leadership of a project team with 30 specialists and experts (4 Scrum teams)
- Harmonization of the agile team structure with subject matter experts and management (Japan, Hungary, Aschaffenburg, Ulm)
- Responsibility for development, validation, and industrialization of software, electronics, and mechanics (comfort with electric motor and crash with pyrotechnics)
- Process optimization according to ISO 15504 / Automotive SPICE and SCRUM
- Management of production ramp-up in an international manufacturing network (Romania, Hungary, Poland) using agile methods
- Internal communication up to the CEO level, supplier management, customer communication
- Strategic consulting at the director and vice president level
- The project was completed on time and within budget.
- Reversible belt pretensioners meet the technical requirements
- The series launch across the entire supply chain was successful.
- The customer was very satisfied with the result.
- Methods and tools: Scrum, Atlassian Jira, Atlassian Confluence, AUTOSAR, Microsoft Project, Microsoft Office, IBM DOORS, SAP R/3
Process Manager
Daimler AG
Processes and capacity tool for Daimler Trucks Powertrain (global).
Over the past years, many local working methods for supplier management have been established at Daimler Trucks Powertrain. These are not synchronized, so synergies cannot be used, role models are partly very different, and effort planning for supplier management varies greatly, leading to significant differences in cost and quality. The goal is to create synergies so that a global optimum in cost and performance is achieved.
- Process design for the plants in Mannheim (engines), Gaggenau (transmissions), Kassel (axles), Detroit/USA (engines, transmissions and axles), São Paulo/Brazil (engines, transmissions and axles), Chennai/India (ramp up)
- Definition and rollout of a standard for the team structure (agile context with sprint planning, daily meetings and demonstration)
- Creation of a capacity planning model (internal and external) for the entire supplier management organization
- Creation of a guide and a tool for dynamic basic planning and scaling of required capacities
- Analysis for integrating supplier management into the cross-functional module team structure at Daimler Trucks Powertrain
- Definition and piloting of a supplier manager role model in module teams
- Process optimization in preventive supplier management (lean, agile)
- Processes are defined
- Role models were piloted and confirmed
- Capacity tool was created and is used for global effort planning
- Methods and tools: IATF 16949 / ISO 9001, VDA 6.3, BPMN 2.0, Microsoft Office, Microsoft Project, SAP R/3
Supplier Manager / PMO and Project Coach
Daimler AG
Securing purchased parts for MDEG and ensuring series transition for HDEP.
For the start of production of the new generation of medium-duty truck engines, there were quality issues with numerous purchased parts (turbochargers, cables, cast parts, …) and availability bottlenecks. Similar problems occurred when suppliers of heavy engines were changed.
- Ensuring the availability of purchased parts
- Risk management
- Managing complaints and negotiating solutions with suppliers / removing impediments
- Conducting preventive supplier visits and audits / focus: lean and agile approach
- Defining and reviewing quality measures
- Moderating/mediating on critical issues with manufacturing, quality management, series management, and supplier management
- Task force lead / Scrum team with 8 subject matter experts
- Evaluating, deciding, and escalating change requests, supplier changes, and awarding new suppliers / as a member of the module team and module strategy (location: Stuttgart)
- Clarifying and defining IT interfaces to supplier systems
- Optimizing processes and tools for purchased parts logistics
- Establishing regular status reporting / ensuring transparency
- Reducing the number of complaints by 70%
- Significantly shortening supplier response times
- Reducing risks with critical suppliers by 80%
- Methods and tools: Scrum, ITIL, VDA 6.3, VDA 6.1, ASPICE, ISO 9001, ISO/TS 16949, Automotive Core Tools (APQP, PPAP, CQI, FMEA, MSA, SPC, 8D), Microsoft Office, Microsoft Project, IBM Doors, Atlassian Jira, SAP R/3
Lecturer in Project Management and Quality Management
Duale Hochschule Baden-Württemberg
Supervising various final theses in cooperation with, among others, Schaeffler, Linde, John Deere, SIEMENS, Daimler, BASF, …
Program Management Officer, Interim CTO
G-Care GmbH
Led the implementation of the ERP system and the quality management system.
As a startup, the company faced the challenge of building suitable IT systems and processes. Quality standards, usability, and effective and efficient project management were the most important criteria.
- Definition of quality objectives based on the company strategy
- Creation of a QMS roadmap and building a performance measurement system
- Business analysis of IT tools based on ITIL
- Supplier evaluation and selection of standard IT tools
- Rollout of cloud solutions for CRM, eCommerce, and document management
- Setup of standard reporting for strategic and operational KPIs to achieve company goals (based on ITIL)
- Definition and rollout of business processes for controlling, product innovation, and customer relations
- Definition and introduction of agile project management with SCRUM
- Product Owner for two health promotion programs (nutrition and seminars)
- Processes are defined
- ERP system is in place
- Quality management system is established
- Methods and tools: Scrum, PMP, ISO 9001, BPMN 2.0, ITIL, Microsoft Office, Microsoft SharePoint, Microsoft Dynamics, WordPress, MediaWiki
Auditor, Analyst
John Deere
Benchmarking the quality management system.
John Deere needed an evaluation of the quality management system at its European site, headquartered in Mannheim. In particular, the positioning of quality management compared to other industries and possible best practices were of interest.
- Developing an assessment profile
- Aligning criteria with stakeholders
- Identifying benchmark partners
- Planning and conducting interviews
- Analyses and evaluations
- Presenting to management
- Preparing recommendations for action
- Benchmark completed, evaluation results are available
- Identified optimization potentials for the quality organization
- Defining work packages / backlog for internal optimization projects
- Methods and tools: PMP, ISO 9001, ISO 14001, Microsoft Office, Microsoft Project
Project Manager, Scrum Master, Product Owner
Raytheon
Product confidential / NDA, project management in the combat control domain.
Identified need for optimization in project management / further details confidential.
- Setting up the PMO organization for operational projects
- Implementing and overseeing change management
- Planning the product backlog
- Securing IT operations of internal development tools
- Supplier management
- Tracking actions and resolving impediments
- Establishing reporting structures / automating with the tool chain
- Implemented optimizations as planned
- Reduced development times by over 20%
- Methods and tools: PMP / traditional project management, ITIL, Microsoft Office, Microsoft Project, internal change and risk management systems
Program Manager
Daimler AG
Introduction of a new infrastructure for future EE projects.
Daimler decided for the Bus division to introduce a new electronics platform for all future projects. Together with the project mandate for the new architecture, there was a requirement to achieve CMMI Level 3 (equivalent to ASPICE Level 3).
- Process management according to CMMI, ISO 15504 (SPICE) and Scrum
- Process audits / maturity assessment
- Technical and disciplinary leadership of 4 project managers across different projects
- Reporting across various hierarchy levels, from the team up to the executive board level
- Defining the platform backlog and translating it into project backlogs
- Project 1: Release management processes and tool chain concept, and building a powerful release management; rollout for the entire Electrical/Electronics area for buses; staff training and effectiveness analysis
- Project 2: Change management (including tool solution rollout); optimizing and controlling changes during the development phase; synchronization of different areas (purchasing, quality, procurement); writing requirements for 22 Tier 1 suppliers
- Project 3: Configuration management tool (including operating concept)
- Project 4: Cross-functional functions (SAP interface, crisis management, issue tracking, supplier integration into IT systems)
- Cooperation with Siemens research in Munich
- Process roadmap
- Processes for configuration management including tool selection
- Processes for change management including tool solution and rollout
- Established release management including interface to Daimler Trucks
- Methods and tools: Scrum, V-Model, CMMI, ASPICE, IATF 16949, BPMN 2.0, Microsoft Office, Microsoft Project, IBM DOORS, Jenkins, MKS Integrity (now PTC), Daimler tools like Smaragd etc
Project Manager / Product Owner
Eurocopter
Product development / shortening project timelines.
Different helicopter projects for civil and military use were not meeting milestones on time. The goal was to speed up development without lowering quality.
- Set up reporting for project management
- Defined work packages
- Project planning
- Led team meetings
- Introduced a documentation tool in coordination between development and IT
- Defined interfaces
- Workshops for requirements management and risk management
- Trained staff
- Transparency of project progress greatly improved
- Milestones are reached about 20% faster than before
- The approach is established and can be used by the team
- Methods and tools: IPMA, V-Model, risk management, workflow ticket management system, earned value analysis, Microsoft Office, Microsoft Project
Project Manager / Product Owner
ZF Friedrichshafen
Development and industrialization of VDC2 shock absorber.
The project's goal was to bring the world's first mass-produced shock absorber that can control compression and rebound damping electronically and separately. The project manager was ill, and the resulting delays caused dissatisfaction with the client BMW.
- Managed the entire product development process (concept, development, prototype phase, pre-production, series production)
- Responsible for communication with customers (BMW, Continental) and suppliers (CMP, Siemens, etc.)
- Led interdisciplinary teams (purchasing, development, quality, production, etc.)
- Implemented quality management processes (FMEA, APQP, Six Sigma)
- Problem solving / led task force groups
- Further development of internal project management methodology
- Series launch was done on time
- Project was completed within budget
- The product fully met the technical challenges
- Customer communication improved, project management processes are now fully integrated (SE team) and customer satisfaction is high
- Methods and tools: IPMA, PMP, V-Model, risk management, Automotive Core Tools, Methodpark Stages, Microsoft Office, Microsoft Project, IBM DOORS, SAP R/3
Project Manager, Analyst
BMW Group
Developed a strategy for working with external suppliers.
In the vehicle dynamics development area, a large number of external development suppliers were involved. There was no uniform strategy on how to manage the suppliers and integrate them into vehicle dynamics development.
- Designed and advised on the external services strategy
- Optimized resource management for purchasing external services
- Budget planning for development projects
- Improved financial reporting of the development department
- Communicated with various stakeholders in management
- Trained and advised departments on implementing the new external services strategy
- External services strategy was defined
- Staff and managers were trained
- First phase (initial run)
- Methods and tools: IPMA, risk assessment, Microsoft Office, SAP R/3
Process Analyst
Siemens
Concept for outsourcing IT infrastructure based on ITIL.
Siemens automation division (A&D, Industry Sector) planned to outsource IT infrastructure to an external company. The requirement was to maintain at least the same quality at lower costs.
- Designed a KPI system based on ITIL
- Aligned goals with business units (goal: service quality must stay at least at current level, costs must be reduced)
- Piloted the concept
- Result: as part of the outsourcing, goals for Siemens Business Services (SBS) were defined based on the concept and the concept is applied
- Outsourcing concept
- KPI system in place
- Lessons learned from the pilot
- Methods and tools: Scrum, SAFe®, Atlassian Jira, Atlassian Confluence, BPMN 2.0, Microsoft Office, Microsoft Azure DevOps, IBM DOORS, Jenkins
Software Architect
Siemens
Configuration tool for logistics automation at airports.
Airport logistics is complex – it's an interplay of controllers for baggage handling, servers, and databases. These IT systems are different at each airport, need to communicate and work together. To make this work, flexible configuration is needed – so far this was done mostly by hand and was very time-consuming. Especially when making adjustments, this led to high costs.
- Synchronization of project plans
- Project execution with agile methods (XP, Pair Programming, Kanban)
- Creation of a software architecture (Java, C++, Windows, UNIX)
- Alignment with stakeholders (project managers, software developers, architects, tool administrators, management, …)
- Development of data models
- Development and implementation of a test strategy
- Evaluation and selection of a suitable IT tool for software architecture and software development
- Pilot of a case tool for semi-automated software generation
- Ensuring traceability from architecture to code and to testing
- XCA (eXtensible Configuration Application)
- Drag and drop editor to select components for a new airport
- Configuration is generated automatically
- Effort and thus costs for new configuration and adjustments were reduced by about 80%
- Software architecture is created, component was tested (automated)
- Pilot project completed at Munich Airport (Terminal 2) & Madrid
- Handover and training of staff was done
- Methods and tools: UML, Design Patterns, XML, XSLT, Windows, Unix, Java, C#, C++, C, SQL, Microsoft Office, Microsoft Azure DevOps, Microsoft Visual Studio, Eclipse, Together Control Center, compilers, JUnit
Software Developer
Siemens
Programming of various software modules.
Various software modules had to be developed. There was a wide range from network communication, embedded systems to UI creation and graphical visualization.
- C programming
- C++ programming
- Database applications (object-oriented and relational)
- Development of a tool for small-signal analysis (part of a team of 10)
- Implementation of network communication over TCP/IP
- Software modules
- Test results
- Methods and tools: Extreme Programming (XP), Pair Programming, C, C++, Java, Qt, Unix, Linux, Microsoft Office, Microsoft Visual Studio, compilers
Training as Vehicle and Tank Mechanic
Bundeswehr
Summary
I bring decades of hands-on experience in project and quality management across automotive, aerospace, and industrial IT. I have helped organizations optimize processes, build agile teams, and implement cybersecurity strategies that enhance efficiency. My work has led to major cost-savings, faster product releases, and improved customer satisfaction.
I excel in de-escalating critical situations and building trust through clear communication and practical coaching. My background spans developing innovative IT solutions and setting up quality management systems that stand up to rigorous industry standards.
Languages
Certifications & licenses
IREB® Certified Professional for Requirements Engineering
ISTQB® Certified Tester / Test Manager
PMP
PRINCE2
PgMP
SAFe® Certified Practitioner
TÜV Certified Cybersecurity Engineer (ISO/SAE 21434)
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