Broder Feddersen-Project Management and Consultant

Definition and establishment of JLU IT governance structures (CIO function, customer management, requirements management, enterprise architecture management, IT service portfolio management, IT project portfolio management, IT service management)

Definition and operationalization of the strategy for the internal IT service provider (considering levels: customer, processes/roles/committees/organization/tools, personnel, finance)

IT services/projects: stabilizing operations and top projects, consulting/coaching/leadership, managing internal staff Establishing and embedding provider management for external service providers

Definition and establishment of IT emergency management

IT personnel: workforce planning, team development, resource management, leadership guidelines and definition of management tasks, ensuring resilience, recruitment, consulting and coaching

Human Change Management

Consulting the JLU Executive Board

IT strategy and IT project portfolio management. Operationalization of IT strategy and IT project portfolio management.

Project "Enterprise Architecture Management":

Overall project management and full consulting of the project

Facilitation of stakeholders and the BMVg architecture community

Scope: design, implementation, rollout

Coverage: Federal Ministry of Defence (BMVg) and all its subordinate structures

Overall management of Global Service Management (interim management) for the tk internal service provider

Strategy development and establishment of the thyssenkrupp internal global service provider in the area "IT infrastructure management"

Selection, introduction and coaching of the new head of global service management

Development of the IT leadership assessment center, training of observers, conducting assessments and selection of IT leaders

Management of IT security crisis cases (IT security emergency management)

Overall project management of the Global Configuration Management Database (CMDB) project with the phases design, plan, build, cutover, run

Strategy consulting in context of mergers and acquisitions.

Information security, data protection and IT security.

Definition of group-wide regulations for access protection.

Coaching for department managers and IT executives.

IT executive development.

Set up and operated a global data distribution system for 15,000 Volkswagen service partners (dealers and workshops).

Development, operations, and rollout.

IT compliance. Defined and launched IT programs for applications to meet Volkswagen's compliance requirements.

IT consulting, program and project management, IT service management, IT organizational consulting, enterprise architecture management, executive coaching, and interim management. Focus areas include IT transition management, strategic IT programs, executive IT management, IT service management, IT mergers and acquisitions (carve-in/carve-out, post-merger integration), IT turnaround management, IT organizational restructuring, IT organizational development, coaching, and program management for large IT projects. Project excellence including classical, agile, and hybrid project management methods, international project management, program management, project controlling, project auditing, and project relaunch.

Group Chief Information Officer (CIO) (member of Group Board of Directors).

Worldwide establishment and management of CIO areas (processes, IT, quality) including IT strategy, IT architecture, IT controlling, business/IT alignment, IT portfolio management, integration management, project governance, business process and application re-engineering, project management, demand management, application management, platform consolidation, IT infrastructure and operations governance, service management, IT service catalogue, IT security management, business excellence, human change management, process management, management systems and compliance, assessments and audits, reporting and tracking, risk management, efficiency programs, performance management, processes, roles, organization and boards.

Resource and Skill Management System worldwide development, rollout and operations (2004-2005) including skill profile development, application development, worldwide introduction and HR organization concept.

Worldwide core application consolidation (2003-2005) including business requirements, business model, process model, functional model, suitable software solution selection, establishment of central systems, migration of decentralized legacy systems to central core systems, demand management, application management and operations setup.

Development and worldwide rollout of state-of-the-art IT consulting and service provider methods (2003-2004) including human change management, transition management, process management, enterprise architecture management, program and project management, and IT service management.

Development, rollout and management of global process model (2003-2004) including process framework development, tools and process portal establishment, global process model development, worldwide introduction, process management organization establishment and operations.

Mergers and acquisitions (IT) management (2002-2008) including due diligence, carve-in planning and realization, carve-out planning and realization, post-merger integration, and transition management.

Global MPLS network conception and establishment (2001-2002) including concept creation, provider selection and management, onsite migration, service level management, framework contracts, service contracts, and commercial management.

Various roles in finance industry solution unit.

Sales manager in banking sector East region (1997-1998).

Executive assistant to IBM Germany management (1996).

Sales representative in banking sector East region (1995).

System officer at Berlin office (1993-1994).

Trainee program (1992-1993).