manager for international teams, driving change, relocation, separation and sourcing activities

• Analysis of the previously identified activities for separation and handover to the shared service center of the new parent company
• Addition of missing activities, planning of activities with the departments and IT
• Project and budget planning, creation of ILV for contract negotiation
• Initiation of streams: applications, contracts, services, infrastructure
• Tracking and monitoring of activities, creation of a runbook for cutover

• Analysis of the previously undertaken activities for separation/carve-out
• Listing of the necessary measures for integration into the shared service center, project plan of the delta, HANA conversion
• Budget planning, negotiation with those responsible for reintegration
• Initiation of streams: applications, contracts, services, infrastructure
• Tracking and monitoring of costs
• Coaching of the technical PL and stream managers

• Managing the 4 streams and PMs with 4 project candidates
• Compilation of tools / spreadsheets for the weighting the project candidates based on business and technical outcome, work load and risks to face, covering technical criteria for interfaces and architecture
• Coaching the planning activities within the streams for creating the process map, the migration of the module order management into the cloud and rolling out the enterprise architecture toolset
• Compilation of the master plan, the overall roadmap and eco system

The post-merger process of the IT was not successfully undertaken by the current CiO, the position of the Interim CIO (75 Employees, 14 Mio. Budget) was aimed at closing the Delta quickly and organising the take over by a new CIO.

The position as the Interim CIO required the organization and structuration of new teams, development of trust and releasing the energy to finish the running projects on a positive note after failing to do so before.

There was no clear overview concerning the running costs and projects, creating a need for the following:

• Introduction of a budget process, a process for the management project portfolio
• Restructuring of the running contracts, based on new SLAs and penalties
• With the global IT outsourcer (managed to decrease annual budget from 1.5 to 1.1 Mill.) and consolidation
• Workshops with the Team Leaders to establish an open and self-dependent work climate. The until then used “command driven” style needed to be replaced by a more proactive, transparent and self-critical approach. This was also the basis for
• The implementation of a Light PM framework which was based on Prince 2 with templates and a common understanding as well as a governance with the business
• Initiation of further migrations of the local DSCs into the cloud of the global IT outsourcer with implementation of the COBIT5 framework
• Accompanying of current projects to ensure the implementation of the PM framework in daily life
• Initiation of an initiative towards ensuring Disaster Recovery in the still existing decentral sites

Migration of roughly 500 servers and 100 applications by 3 waves starting with wave 1 (dev environment) at the end of the assignment to the new datacentre.

After three unsuccessful scheduled cutovers for the move of the development environment to the new data center, it was challenging to convince the client and the other parties/suppliers involved, to trust in the new plan and the same team:

• Design of a new project plan and reorganisation of the project to integrate the client’s and Indian development team during analysis and design of the new environment in the target DCS to assure the client’s commitment and final approval
• Redesign and agreement of the SLA specifications, this was overseen when compiling the contract between the provider and client
• Creating the awareness within the provider’s organization for the backlog and ongoing delays to deploy the new environment
• Hiring and replacing some members in the team to hinder some bottlenecks and barriers rooted from the former project setup
• Design of tracking and reporting for the internal organization and to the customer (there was an audit on the way) based on the Kanban board and implementation of an agile approach

• Quick scan of the ongoing activities managed by Accenture and provided by Deutsche Telekom for specifying new priorities based on the new plans, ensuring the new alignment of priorities between all parties involved for the stream ignite
• Supporting the internal and external teams to get to a better understanding of each other, coaching the Accenture team to bridge the gap of the ongoing communication and getting a better technical understanding of the real dependencies rooted to the architecture to avoid blockers (like for software delivery, firewall rulesets, interfacing applications) as in the past
• Integrating some of the delaying parties (former bottlenecks) to the stream ignite for the required ongoing alignment to fully support the migration of the IT environment from Vattenfall to the new Telekom DSC with servers and clients for opencast mining applications like GIS, CAD and SAP PLM.

Migration of roughly 6,000 servers and 600 applications by 3 waves during 3 weekends to the new datacentre for the environment of development, test and production.

• Design of a new project plan and reorganisation of the project to integrate the client’s team during the concept and planning phase
• Consolidation of the staff after the 1^st cutover and reinitiating the work to be covered by the new team
• Facilitating the preparation for automation tasks, DMZ move and Proof of Concepts with the team of Architects, managing the team of move managers
• Managing the alignment of the time accepted by the Client to be offline and the resources available and required during the cutover event, coordination with the international teams and the German workers council
• Compilation of the reports for the internal multinational organisation and to the customer

Project manager for the migration of a data center from Windows 2003 to 2012. Beside the dc 300 decentral servers with SAP, proprietary applications and Oracle DBMs had to be covered and the Spanish subsidiary had to be integrated for the central DSC and application environment:

• Jump-in because of failures in the analysis phases (several trials) and overtaking the role of the PM after 4 weeks, to be aligned with the original timetable of the project
• Design of a new roadmap, the budget, the contract with the service provider, migration plan for the outdated systems, test and transition plan
• SPO for the internal customer and the it-departments involved
• Specification and Coordination of the internal reporting, tracking of the transition and implementation with milestones and payment plan
• Consolidation of the old landscape, migration of data.

• Design of the Contract, the Schedule, the general approach within the transition and the Budget
• SPO for the customer (public organization)
• Coordinator between the old and new provider as well as the internal service organization
• Specification and Coordination of the internal reporting, tracking of the transition and implementation with milestones and payment plan
• Guiding the new provider to comply with the requirements of the internal service organization, like in the case of invoicing, process landscape (ITIL), documentation and being aligned with the security framework

• Analysis of existing application landscpape with 100 applications per business unit, drafting a migration roadmap for negotiating the trade sale of the group member / company to be sold
• Budgeting of the different activities within separation, migration and decommissioning phases for the transitional service agreement
• Design of a strategy for separation with SAP HR, Identity Management, SAP and non SAP applications and databases, implementation of this strategy by managing the provider and application managers
• Specification with the new service provider of the sold company a migration concept and schedule, implementing this plan application by application, like consolidation of the SAP RM and BI application landscape, integration with the HR and IDM environment of the new provider
• Compilation of a best practice toolkit with checklists and roadmap for future separation phases, inclucing template for gathering the application related data and dependencies
• Design of KPI’s and standard processes for managing the project and a reporting framework for addressing the different stakeholders: Old/New provider, PSB, buyer, seller, board/management

• Analysis of existing application landscpape with 100 applications per business unit, drafting a migration roadmap for negotiating the trade sale of the group member / company to be sold
• Budgeting of the different activities within separation, migration and decommissioning phases for the transitional service agreement
• Design of a strategy for separation with SAP HR, Identity Management, SAP and non SAP applications and databases, implementation of this strategy by managing the provider and application managers
• Specification with the new service provider of the sold company a migration concept and schedule, implementing this plan application by application, like consolidation of the SAP RM and BI application landscape, integration with the HR and IDM environment of the new provider
• Compilation of a best practice toolkit with checklists and roadmap for future separation phases, inclucing template for gathering the application related data and dependencies
• Design of KPI’s and standard processes for managing the project and a reporting framework for addressing the different stakeholders: Old/New provider, PSB, buyer, seller, board/management