Fred S.-Partner Management; Project Manager

• Conclusion of partner agreements with OnePlan (portfolio management) and ForProject/EVMS (project controlling); ongoing qualification and implementation of both tools.
• Project management for the relaunch of [link] with a new focus on integrated PM/PPM toolchains.
• Development and implementation of approx. 60 PM standard methods (PMSP, CMSP, QMSP) according to ICB4 & PMBoK8 as a database application on MS Power Automate / M365 / MS Project, with a planned cloud launch in 2025.
• Deployment and cut-over standard process defined as Quality Gate QG07: go-live plan, cut-over plan, communication package, production launch, smoke test in production, hypercare team, incident and SLA management, confirmation of production stability and operational handover.
• Development of a classification and retrieval system (TOC) for ChatGPT projects to enable immediate cross-application object activation.

Tools: LinkedIn, Claude, ChatGPT, Gemini, Infinity, MS Copilot, OnePlan, EVMS/ForProject, Power Automate, SQL DB, O365, MS Project, MS Cloud, ICB4, PMBoK7, M365, Teams

• Establishment of legal and operational certainty through a dedicated change management approach with contract & claim management, GDPR, Supply Chain Due Diligence Act (LkSG), dangerous goods logistics and B2C stakeholder alignment between Korea and Europe. Result: no recourse claims from end customers.
• Deployment of software updates and hardware replacement for 3,000 customers across five countries; minimization of critical failures and ensuring continued battery usability.
• Establishment of centralized reporting to optimize communication with international service providers.
• Synchronization of cooperation between customers, installers and service providers.
• Implementation of a ZenDesk ticketing system and synchronization with CRM.

Tools: MS Teams, O365, MS Project, Visio, ZenDesk, GPortal, WebEx, Database SQL

• Sustainable alignment of the core teams from 5 global business units on a shared P3M3-based approach with an IT PM life cycle and quality gates.
• Definition of a common efficiency target and standardization of global PM processes through a quality management system using agile and classical methods.
• Identification of potential actions for OPEX & CAPEX budgets.
• Introduction of 15 EVM KPIs at the quality gates, supported by UAT/OAT end-to-end through deployment approval.
• Team qualification and communication within the PM community; progress reporting including mock-up deliverables.

Tools: P3M3, PMBoK Guide, EVM project controlling, risk management, MS Project, O365

• Successfully prevented the closure of 30,000 km of railway lines due to a lack of digital maintenance capacity.
• Step-by-step implementation and testing of the agreed operational process model according to SCRUM/SQL on SAP R3 DVS through the daily handover between two teams (BA + DevOps).
• Approximately 150 million infrastructure asset records georeferenced and made available at the touch of a button on a 12" tablet (image + document).
• Approximately 10,000 DB field service employees can use this to submit 100% substantiated damage reports directly on site every day; major time and quality gains for all subsequent processes.
• Development and implementation of a curriculum for DB track employees, the SAP DVS specialist support helpdesk and all maintenance units.
• In the role of Product Owner & SCRUM Master, programming and testing of the maintenance model with DVS data storage and front-end tablets in the DB Cloud together with the BA + DevOps teams.
• Reporting at Senior VP level.

Tools: SCRUM, MS Project, Oracle, SQL, Trello, O365

• Completed three parallel BI subprojects within one year, on time and within budget: (1) VGE CLR Statutory Reporting, commission accounting for group customers; (2) IFRS15, standard group financial reporting with reconciliation; (3) DWH consolidation & integration.
• All three subprojects operated in real time without interruption or data loss; risk and test management carried out in parallel.
• All subprojects: monitoring of project KPIs from EVM (MS Project) combined with SCRUM/JIRA/Confluence/Kanban.
• Commission accounting: data research & transmission, GUI with Tableau, MDM master data management; crisis management after a one-year delay and budget overrun; offshore test management (India).
• IFRS15: Agile BI initialization, DWH Data Hub ETL architecture, MDM with 25 data sources and 8 million billing records/day; IT Security Control for global data integrity.
• DWH: Migration and cut-over of the Otelo Big Data DWH from Arvato to Vodafone during ongoing operations without data loss (service provider or provider change).

Tools: IFRS15, SDLC, SCRUM, JIRA & Confluence, MS Project, DevOps, O365

• Stabilization of the ITSM helpdesk (1st/2nd/3rd Level) for 600 users; replacement of the Service Manager and cooperative reduction of 900 open tickets to a sustainable level while maintaining team performance.
• On-/Offshore software customizing for a central planning, purchasing and billing system with approx. 3,7 billion € annual revenue; daily change and deployment management with full stakeholder satisfaction.
• Reorganization of helpdesk processes according to ITIL; improved service quality and faster processing times.
• Introduction of complete SCRUM processes in the helpdesk (from daily meetings to burndown and ticket backlog).
• Agile PMO service for CFO, IT & Finance (Navision); agile SDLC for release management with near-/offshore service provider (Belarus).
• Crisis management across six specialist departments and group accounting; board reporting with KPIs from EVM.

Tools: ITSM, ITIL, Agile SDLC (BA-SD-DEV-TEST-DEPL), O365, ticketing systems

• Business process analysis identified optimization potential that was directly incorporated into the successful ERP system implementation.
• Parallel PM qualification of employees increased the team's ability to act and efficiency for this critical transition.
• Internal definition of 12 projects; parallel project and team initialization; identification and implementation of AS-IS/TO-BE processes.
• CEO coaching with complete AS-IS/TO-BE process identification from sales to service; management reporting of KPIs (EVM).
• Start of PM qualification through a GPM/IPMA certificate course.

Tools: MS Project, O365, ICB/IPMA

• Digital transformation and migration of wealth management software for all products, traders and customers: greater functional value, improved data storage, communication and order execution with consistency control and improved IT security.
• Strict end-to-end SDLC according to RUP (IBM), started with RRC Rational Request Composer by business analysts under high compliance requirements; acceptance and deployment through test scenarios with external vendors, including a new user helpdesk.
• 100% EVM project controlling (MS Project, updated daily) was the only viable approach due to the complexity of non-stop change management.
• Development of a service helpdesk and delivery of international training; high stakeholder acceptance ensured. PMO board reporting of KPIs.

Tools: RUP, MS Project, Oracle, O365, EVM

• Thorough preparation through qualification, coaching and business process engineering for Würth Phoenix (Bolzano), including a PM manual; ESF funding management for PM qualification.
• From project initiation through 5-year implementation: team building, concept and strategy planning, complete implementation (team of up to 15 Pers.) including key-user-driven test management.
• Change, deployment & rollout management: implementation of all business processes on the new ERP system with the required customizing in Italy, Switzerland, Spain and Germany as a coordinated group-wide initiative; deployment waves with cut-over by country and location.
• Management of an international team with near-shore (Bolzano) and offshore development teams (Shanghai, Barcelona).
• Introduction of change management processes and development of a comprehensive training curriculum for project managers.
• Integration of all business processes into the new ERP platform, including data migration and test management; MDM for merchandise, suppliers, customers and internal financial accounts/cost centers.
• Critical Mission: DevOps of changes and cut-over during live operations in branches and warehouses, with international stakeholders, across the entire group.

Tools: MS Project Central Server, SCRUM, SAP, Navision, O365, Phoenix-ERP

• IT operations and normative mathematics (GAUFF, DATUM): data center management in the civil engineering environment (GAUFF Nuremberg, 8 MA) with end-to-end digitization of AVA, costing, operating accounting (BAB), financial accounting (FIBU) and AfA; department head for service at DATUM e.V. Bonn (15 MA) with nationwide public-sector IT consulting, mainframe data center (IBM 4331/CMS, IBM 370/VM370) and expert work for the Regierungspräsidenten in NRW.
• Global SAP template program (Siemens): business process design, project planning, reengineering, standardization and controlling in a global SAP program for the development and installation of a global SAP template (FI/CO/TR/PS/LO) with approx. 500 team members as the basis for worldwide template deployment.
• CAD/CAM as a PLM predecessor (Perkin Elmer, Diener Steinhaus, over 25 companies): introduction and sales of CAD/CAM/CAE in design and manufacturing for more than 25 companies from manufacturing, special-purpose machinery, automotive supplier industry (Webasto, Burgmann, Bielomatik) and construction; specifications, system comparison and vendor evaluation; author of a technical book on CAD for architects and civil engineers.
• Sales and business process optimization (PCS, Karl Otto Braun, Leipzig): industrial sales, marketing and management at PCS Computer Systeme Munich with cross-industry demand profiles; business process reengineering and PPS at the European market leader Karl Otto Braun KG; introduction of AVA and VOB for around 200.000 apartments and properties at Leipziger Wohnungs- und Baugesellschaft.
• International financial and restructuring consulting (EU TACIS, World Bank, 1994): project management and consulting on behalf of the EU (EC TACIS) in Ukraine, including preparation of balance sheets, business and financial plans, and product and market analyses to connect investors with companies in Odessa.
• Court-admissible IT assessments (since 1993): publicly appointed and sworn IHK expert for the application of information processing in technology; continuous, court-admissible assessments in hardware and software disputes as a field of expertise before P10 Amtsgericht München.

Tools: Mainframe data center (IBM), SAP (FI/CO/TR/PS/LO), early CAD/CAM/CAE systems, CADAM/CATIA, AVA/VOB, BAB/FIBU/AfA, PPS, technical drawing and procurement standards