International Senior PM / Department Head / PMP, SCRUM and Prince 2 certified

1/2009 – 3/2012

PMO / Head of the European PMO (Jan 2009-Apr 2012) Set up, design and operational management of a Project Management Office for the IT department of Panasonic Europe Ltd. The PMO supported around 400 projects from small changes to projects with 10.000 man-days all across Europe.

Activities:
• Ramping up of the PMO, Design and realisation of PMO and project management processes based on PMI
• Management of the PMO, including people responsibility for 9 team member
• Governance and reporting of IT projects, infrastructure and SAP projects
• Project delivery for selected initiatives over the entire life cycle, e.g. CMMI implementation
• Stakeholder and client management also involving dispute management with vendors
• Owner of the Project Phase Gate reviews
• Impact changes to existing systems and controlling the change requests for the IT
• Project management training, provision of best practices and knowledge sharing
• Resource planning and project controlling

Projektmanagement (IT), It-Governance, PMO (IT), Projektmanagement, Projektmanagement - Office, Lieferantenmanagement (allg.)

7/2007 – 12/2008

Outsourcing Transition Management / PMO (Aug 2008–Dec 2008) Consulting within the Capgemini Outsourcing Division for the transition of new or existing IT services to Capgemini. This consulting included the support of three different outsourcing accounts, Dräger, SCHUFA and Hochtief.

Activities:
• Management of the Dräger transformation team and the creation of the business case and financial estimations for the transformation
• Management of the procurement processes and external vendors for the SCHUFA transition
• Planning of the SCHUFA project and the time schedule
• Planning of the Hochtief transition activities and support of the bidding process
• Quality management of the Hochtief transition deliverables

Dräger Transition Out / Project Manager (Jul 2007-Aug 2008) Project Manager for the transition of various terminated IT services to new vendors (SD, MDS, LAN and various other applications). The project had a budget of € 1.000.000 with up to 40 resources and required close coordination with 5 outsourcing companies.

Activities:
• Project management for the Transition Out within a complex and challenging client environment
• Client relationship management to ensure that the transition is delivered professionally
• Cost- and commercial management
• Resource- and work management
• Vendor management

Projektmanagement (IT), It-Governance, PMO (IT), Transition Management, Projektmanagement, Projektmanagement - Office, Lieferantenmanagement (allg.)

10/2002 – 7/2007

eDelivery Enhancements / PMO (Feb 2006-May 2007) Senior Project Analyst for a project portfolio which delivered software enhancements to existing web application of the HMRC. The portfolio managed an annual budget of ₤5.000.000 with 70 resources.

Activities:
• Management of the PMO, including people responsibility for 3 team members
• Portfolio cost controlling and budget monitoring, Portfolio reporting
• Commercial management and vendor coordination
• Introduction of the enterprise planning tool Clarity and Open Workbench
• Resource and work planning

Commercial Finance / PMO (Aug 2005- Feb 2006) Aim of the project was the strategic conversion of all existing proposals to a new commercial model, called „contract simplification“. The project team consisted out of members from commercial finance and corporate finance.

Activities:
• Conversion of the “Design Proposals” into the new financial model
• Coordination between “Commercial Finance” and “Corporate Finance”
• Implementation of the converted „design proposals“ and support to the project manager during the adaption

Sovereign Change Programme / PMO (May 2005-Aug 2005) “Sovereign” was a change program for a major delivery unit of 1800 employees. The aim of the Sovereign PMO was the coordination of the multiply change initiatives. The “Sovereign” budget was about ₤6.000.000.

Activities:
• Set up of the Sovereign PMO and development of the processes
• Budget controlling for the change initiatives
• Project management during the start-up of initiatives
• Resource planning for the initiatives
• Planning and facilitations of workshops

Performance & Productivity Improvement / PMO (May 2003-Apr 2005) The “Performance & Productivity Improvement Program” (PPI) was a program for the management of methodologies and tools in order to increase the productivity of software development projects. This included GSMS, Rational Unified Process, Constructive Cost Modelling (COCOMO), Function Points and ISO 9001-2000.

Activities:
• Team lead for the „GSMS“ team
• Lead Auditor for ISO 9001-2000 audits
• Project management for best practice to various initiatives
EDS UK, Blackpool/UK (Oct 2002-May 2003)
Department for Work and Pensions
Lifecycle Review Management / Project Manager (Oct 2003 – May 2005) This project designed and developed a QA system for new software development projects within the DWP. The DWP has large and complex projects that required more compliance to existing standards. Aim of the project was to develop a set of Quality Gates for all major projects, containing the areas of “Project Mgmt”, “Configuration Mgmt”, ”Technical Mgmt” and ”Test Mgmt”.

Activities:
• Project management for the initiative, including 3 team members
• Planning and design of the Quality Gates

Projektmanagement (IT), It-Governance, Portfolio-Optimierung, PMO (IT), Projektmanagement, Projektmanagement - Office, DIN EN ISO 9000

6/2001 – 10/2002

This activity incorporated the introduction of the customer relationship management tool « Service excellence ». Aim was to provide Senior Management with an overview of all projects and data regarding the performance of outsourcing accounts. This position reported directly to the Portuguese country manager.

Activities:
• Introduction and development of the tool, provision of trainings
• Central reporting and statistical analysis for the senior management

Service Management, Projektmanagement (IT), It-Governance, PMO (IT), Projektmanagement - Office