Broder Feddersen-Project Management and Consulting

Definition and setup of JLU IT governance structures (CIO function, customer management, demand 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 (review of the levels customer, processes/roles/committees/organization/tools, staff, finance)

IT services/projects: stabilization of operations and top projects, consulting/coaching/leadership, managing internal employees Setup and establishment of provider management regarding external service providers

Definition and setup of IT emergency management

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

Human Change Management

Consulting for 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 overall consulting for the project

Moderation of the stakeholders and the BMVg architecture community

Scope: design, implementation, rollout

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

Overall management of Global Service Management (interim management) of the tk 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 of observers, execution and selection of IT leaders

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

Overall management of the project Global Configuration Management Database (CMDB) 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.

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 the Group Board of Directors).

Worldwide setup 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.

Worldwide development, rollout and operation of a Resource and Skill Management System (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, selection of a suitable software solution, setup 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 a global process model (2003-2004) including process framework development, tool and process portal setup, global process model development, worldwide introduction, process management organization setup and operations.

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

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

Various roles in the finance industry solutions unit.

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

Executive assistant to IBM Germany management (1996).

Sales representative in the banking sector, East region (1995).

System officer at the Berlin office (1993-1994).

Trainee program (1992-1993).