IT Program Manager, Network Transformation Manager, Corporate IT, Head of Application Services

• Übernahme der Erhebung des IST Status zur Verarbeitung von Lieferantendaten
• Durchsprache der erhobenen Daten mit den jeweiligen Ansprechpartnern aus den Fachbereichen sowie IT, um ein Bild des IST Status der Supplier Prozesse zu gewinnen 
• Analyse und Auswertung der erhobenen Daten 
• Abstimmung und Aufbereitung der Daten für das interne Data Team
• Überprüfung Solution Design inkl. Lösungen sowie Aufsetzen separater "Lösungsprojekte" für das Lieferkenntensorggaltspflichtengesetz

In General:

• Accountable for the planning, management, and monitoring of high-priority company wide digitalization and IT transformation programs and carve-in/carve-out projects
• Shape and accelerate program and operations excellence by setting and strengthening standard processes, methods and tools for strategic programs along the end-to-end value chain

Specific: (below 2 situations were running in parallel)

Situation1: The programe management department is an integral part of the new Airbus Defence &Space global business and strategic programs organization. Its task is to reinforcee execution discipline on all programs across the division including the implementation and deployment of a common set of PM processes, tools and best practices

Task A:

• Create a future proof PM data and systems architecture in collaboration with the program lines which enables teams to steer projects efficiently based on connected live data and analytics capability

Actions A:

• Analyse along the PM-process in which process steps, which data are created in which systems -> As-Is Data Cartography
• Describe the data and their flows along the PM reference process steps and knowledge areas (focus: system interfaces)
• Analyse gaps and suggest how to fill those for PM process steps and data requirements not yet in scope of the ERP roadmap and DDMS projects
• Develop suggestions to simplify the future process, data, and systems landscape from a program manager’s perspective
• Describe the future To-Be Data Cartography

Results A:

• Project successfully delivered including all actions (see above)
• Common agreement reached on how to implement new architecture

Task B:

• Increase PM Maturity during Project Execution and for Suppliers; perform complimentary 360° pragmatic assessments aligned with maturity gates and audit plan; give direct and hands-on guidance for project managers to close gaps

Actions B:

• Avoid rework and late discovery of PM related shortfalls in audits
• Help to detect and remove weaknesses in project execution
• Focus on early project stage (categorized projects up to MG7):
• Avoid rework and late discovery of PM related shortfalls in audits
• Detect across program lines structural strengths and deficiencies
• Improve PM collaboration between Airbus DS and Suppliers

Results B:

• 26 programs/projects assess in 2021
• 12 suppliers assessed in 2021

Situation 2:  Airbus Defence & Space wants to modernize its digital environment and harmonize its legacy ERP landscape and migrate 62 ERP systems to 5 S/4 Hana systems.

Task:

• The implementation shall use SAP standard with as little customization possible. In close cooperation with all product lines all business processes need to be examined, simplified, harmonized and adjusted to mostly leverage SAP standard functionality based on the S/4 Hana engineering processes. A migration strategy need to be planned

Actions:

• Define and apply an Airbus DS divisional standard template upfront the roll-out phase for all feasible domains/functions
• Define and apply business type templates for specific domains/functions following a roll-out sequence
• Limit the number of business type templates and strive for maximum harmonization where feasible
• As SAP PS product owner I participated and moderated all relevant business process and fit/gap analysis meetings and surveyed all developments and test phases
• Prepare migrations

Result:

• As SAP PS product owner I participated and moderated all relevant business process and fit/gap analysis meetings and surveyed all developments and test phases.
• Migration of the first 5 systems into the new envirnment went successful

Situation:

• In 2012 the Group – comprising Airbus, Astrium, Cassidian and Eurocopter – generated revenues of 56.5 b EUR and employed a workforce of over 140,000. With a view to supporting its strategic vision Airbus set up a corporate IT organization to govern all corporate contracts and operate all corporate services assuring continuous improvement.

Task:

• Accountable for the planning, management, and monitoring of highly complex IT infrastructure projects on Airbus Group and international supplier level including the transfer of results into operation

Actions:

• Manage leading key network projects covering Americas, out of Europe countries, and Germany covering all Airbus divisions (Airbus Defence & Space, Airbus Commercial, Airbus Helicopters, Premium Aerotec, Stelia, MBDA, Matrium, and all suppliers, representing +300 sites worldwide
• Led project management activities to ensure Corporate Wide Area Network deployment in all Airbus Divisions for the EMEA region
• Integrated partner and supplier contracts and technology into the new network backbone
• Managed program for the launch of new encryption technology to the accredited transfer of restricted classified documents and data for all AIRBUS divisions in German
• Represented the program and projects at C-level steering committees and information sessions
• Responsible for controlling of internal and external project resources during the various project
  lead periods (around 50-200 staff)

Result:

• Deadlines were met
• Technology was successfully implemented
• budgets  (approx 20 m EUR) for 5 different contracts were coordinated for all Airbus divisions
• Contracts with all suppliers renewed and financial charge back mechanisms introduced

Situation:

• Airbus Helicopters, a company with 6,51 b EUR revenue and 20.000 staff wanted to improve its supply chain management process in 154 countries 

Task:

• Implement new supply chain management process in ERP system, implement change management process for worldwide SAP, CRM and web based applications

Actions:

• Defined process architecture and implemented ITIL-compliant application maintenance services globally for worldwide SAP, CRM, Portal, and web-based applications
• Managed RFP and selected new worldwide Application Maintenance and Support supplier including offshoring / nearshoring
• Built and lead a new international team of developers, consultants, and service architects (70 staff) introducing design thinking and an agile way of working

Results:

• Built and lead new international team of developers, consultants and service architects (70
  staff) introducing design thinking and agile way of working
• Change management process implemented and managed via Atlassian / JIRA worldwide
• Supply chain can send service products directly to customer helicopter locations, reducing delivery time and cost by one third

Situation:

• ORACLE saw the need to provide outsourcing services to their customers as a new service and created a new business line for this purpose

Task:

• Start up this new business line technically, including concepting the IT architecture, pilot and rollout into operation 

Actions:

• Created the IT architecture, ran pilot
• Built new organization (70 internal / 120 external staff) for Outsourcing Delivery to customers across EMEA countries
• Created customer production environment including individual project scoping and solution delivery of applications
• Created 24x7 service delivery globally (follow-the-sun shared service)

Results:

• Increased outsourcing delivery business from 2 to 70 customers in 2 years

Situation:

• At that time every country organization at ORACLE had its own IT department reporting to the finance director. All IT equipment and software were decided upon, ordered, and maintained by the local department

Task:

• Restructure these local IT departments into one global EMEA IT department, centralize IT purchases, centralize all applications into two data centers, modernize the telco network, build an EMEA-wide user helpdesk and restructure the teams and reporting lines of 260 staff

Actions:

• Set business, organization, and IT strategic direction for the Global IT Services in 32 countries
• Created the Global IT organization in EMEA by collapsing the IT structures of 32 countries into shared services and restructuring a team of 260 staff into regional virtual teams.
• Set up a virtual EMEA-wide helpdesk
• Ran a consolidation program for applications, databases, servers, and data centers (eliminated around 350 applications, 1400 servers, and 21 data centers reducing IT cost by half)

Results:

• Changed all EMEA IT staff contracts from the local finance department to five regional teams (Nordic countries, UK, Southern Europe, ECE, MEA) in collaboration with 32 local HR departments
• around 350 applications, 1400 servers, and 21 data centers were eliminated reducing IT costs by half
• IT purchasing with all processes was centralized in the US headquarters
• The EMEA network was modernized using CISCO network equipment, around 20 buildings were recabled

Situation:

• ORACLE was about to double their staff and increase many locations in EMEA. In this context network infrastructure was key to success

Task:

• Design, plan and implement a new future network architecture in all 32 EMEA countries including all data, voice and video networks including contract negotiations and management of all telco contracts
• Director Network Services, EMEA
• Manager IT-Operations Germany and Network Services ECE/MEA
• Manager IT-Operations Germany and Network Consulting
• ORACLE Database Instructor                                            

Actions:

• Design and implement new network architecture
• Renegotiate all telco contracts in all 32 EMEA countries
• Check year 2000 compliance of all network components
• Introduce standards for network management, monitoring and documentation of all components to improve quality
• Introduce a new network support plan
• Manage around 50 staff EMEA wide

Results:

• Cut telco costs by half
• Prepared the EMEA network for the data center and application consolidation program to follow in year 2000
• Created a seamless global network worldwide
• Changed reporting line of all network staff from local IT into a global network organisation