Broder Feddersen-Project Manager and Consultant

Definition and setup 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 of the internal IT service provider (customer level, processes/roles/committees/organization/tools, staff, finance)

IT services/projects: stabilizing operations and top projects, consulting/coaching/leading, managing internal staff Building and establishing provider control for external service providers

Definition and setup of IT emergency management

IT staff: workforce planning, team development, resource control, leadership guidelines and defining leadership tasks, ensuring resilience, recruitment, consulting and coaching

Human change management

Advising the JLU presidency

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

Project "Enterprise Architecture Management":

Overall project leadership and consulting

Facilitation of stakeholders and the BMVg architecture community

Scope: design, implementation, introduction

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

Overall lead of global service management (interim management) for the thyssenkrupp internal service provider

Strategy development and setup of the thyssenkrupp internal global service provider in the area "IT Infrastructure Management"

Selection/implementation and coaching of the new head of global service management

IT leadership assessment center development, training observers, conducting sessions and selecting IT leaders

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

Overall lead of the Global Configuration Management Database (CMDB) project through the phases design, plan, build, cutover and 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.

Establishment and operations of global data distribution for 15,000 Volkswagen service partners (dealers, workshops).

Development, operations, and rollout.

IT compliance. IT program specification and initialization for applications regarding compliance with Volkswagen compliance requirements.

IT consulting, program and project management, IT service management, IT organizational consulting, enterprise architecture management, executive coaching, 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).