Rüdiger L.-Program and Project Manager, Interim Manager

• Lecturer/trainer on the topics “Project Management Basics”, “Quality Management in Projects”, “Business Administration for Project Managers” and “Project Management (according to PMI)” with Dr. Roland Dumont du Voitel, amontis consulting

• IT consulting and services
• Responsible management of management consulting in the public administration sector
• Support for complex IT projects in federal ministries
• Responsibility: Revenue, budget or project volumes of up to €10 million | Management of 25 employees
• Business development in the public sector (federal and state authorities), with a focus on management consulting; multi-project management and controlling for projects in the federal administration and within CSC; establishment of a management consulting unit across Europe within and for CSC
• Manager with direct personnel responsibility for 5 top management consultants
• Lateral management
• Responsibility for the “Management Consulting for Federal Administrations” division strategy
• Multi-project controlling
• Project management
• Responsibility for revenue, markets and topics
• Specialist consulting in performance management, controlling and IT strategy
• Projects managed for CSC
• 07/2007 to 04/2010 – Federal Ministry of Transport, Building and Urban Development (BMVBS)
• Standardization and harmonization of cross-organizational controlling systems (federal authorities) and performance of operational tasks for the ministry’s IT department in relation to the ministry, the Federal CIO and the 68 subordinate units
• Lateral management within the IT department and as part of the supervisory management of 68 subordinate authorities of the ministry
• Stakeholder management (within the ministry and subordinate authorities)
• Process and specialist consulting on the following topics
• Implementation of the requirements of the Federal CIO and the IT framework concept
• IT strategies for operational areas and IT service centers
• IT balanced scorecard to support IT strategy implementation
• Operationalization of target and control systems
• Reconciliation of cameralistic and double-entry accounting and coordination of implementation with SAP
• IT project planning within the BMVBS IT department
• Reorganization of IT within the BMVBS
• 02/2009 to 10/2009 – Joint leadership of the Federal Ministry of the Interior/Federal Ministry of Finance (BMI/BMF)
• Specification of the IT framework concept for the federal service centers by developing the first cross-authority and standardized IT product catalog for the Federal Republic of Germany as a basis for coordination between the federal ministries and the federal IT service centers
• Project management (managed budget >€300K)
• Creation of an IT product catalog
• Stakeholder management
• Specialist consulting
• IT service management concept
• 12/2008 to 04/2009 – German Insurance Association (GDV)
• Development and detailed design of market entry and market development strategies, including marketing concepts and organizational proposals, as well as the design of organizational and process models, e.g. as part of spin-offs (business case)
• Project management (managed budget >€350K)
• Stakeholder management
• Specialist consulting and preparation of business cases

• IT consulting | €5 million revenue | 25 employees
• Development of marketing strategies and business area management/business development
• Personnel responsibility for a consulting team of up to 20 consultants
• Responsible management of management consulting, process optimization, controlling and project management for the banking, postal, transportation and public administration sectors
• Responsibility: Revenue, budget or project volumes of up to €100 million (for hardware and software, rollout and project management) | Management of 25 employees in the unit and additional employees
• Development of marketing strategies and business area management/business development, with a focus on public administration and the topics of controlling, performance management, form and document management, as well as multi-project management and multi-project controlling for Avinci projects
• Manager with direct personnel responsibility for 25 management and IT consultants
• Lateral management
• Recruitment, coaching and training of employees
• Responsibility for the management consulting division strategy
• Multi-project controlling
• Project management
• Responsibility for revenue, markets and topics
• Specialist consulting
• Coaching employees from different teams
• Partner manager for electronic signatures, document management and workflow, as well as digital rights management
• Customer and key account management in banking (e.g. DZ Bank, Deutsche Bank), public administration (State of Hesse, BaFin) and privatized former federal companies (Deutsche Bahn, DPWN)
• Projects managed for Avinci/Logica
• 12/2006 to 08/2007 – DB Fernverkehr: Support and head of the PMO for the technical executive division in optimizing company-wide and operational processes to reduce ICE delays, as well as project coaching and multi-project management office as part of a nationwide task force to optimize the provision of the TOP 10 (ICE delays)
• 03/2006 to 08/2006 – Deutsche Bank AG: Project management and functional design for worldwide tracking, reporting and escalation of “Regulatory Issues”
• 12/2005 to 04/2006 – Postbank: Sub-project management and support in preparing IRBA applications (approval to use internal rating-based approaches to determine capital requirements)
• 10/2004 to 01/2006 – Deutsche Post World Net (DPWN): Project manager for the cost-effectiveness analysis, business case, design, procurement and rollout preparation of a technology change, including the rollout of 22,000 PCs (project management with a managed budget of €100 million) in all Deutsche Post branches and partner branches. At the same time, the data center was reorganized and converted to ITIL
• 03/2005 – Federal Financial Supervisory Authority (BaFin): Project manager, training manager and delivery of “Process-oriented requirements analysis and project management”
• 02/2004 to 09/2004 – State of Hesse: On-site project manager for the introduction of electronic document management systems (OpenText, Lucom, Adobe)
• 07/2003 to 03/2004 – Deutsche Post World Net (DPWN): Sub-project manager for the optimization and renegotiation of framework agreements and existing service level agreements as part of company-wide sourcing agreements
• 10/2002 to 05/2003 – DB Passenger Transport: Sub-project manager for operationalizing the IT strategy and implementing an e-learning strategy, including integration into the overall IT environment of DB Passenger Transport

• Project manager for the introduction of cost and performance accounting and controlling systems at Bundeseisenbahnvermögen (BEV) based on SAP and at the Paul Ehrlich Institute (PEI) based on MACH (managed budget <1 million DM)
• 06/2000 to 11/2000 - BMWi: Project manager for the development, customization and implementation of management reporting, KPI systems and balanced scorecards (managed budget >500 thousand DM)
• 02/1999 to 08/1999 – BMI: Study on feasibility and process optimization ahead of the introduction of the paperless office (DOMEA concept) (managed budget >500 thousand DM), as well as the design for implementing electronic records management (DOMEA concept) (managed budget >500 thousand DM)

• Co-developed the Diebold business process optimization (BPO) concept; optimized the business processes of leasing companies and private and public banks

Processing loans for small and medium-sized businesses

Administrative clerk on the company staff