Vincenzo Kenk-Interim IT Department Manager

• Unified ITSM framework

• Definition of a group-wide ITSM target picture The following

• Introduction of a consistent service structure across all departments SLA and OLA management

• Setup of a standardized SLA framework

• Definition of service classes (Business Critical, Standard, Low Priority)

• Introduction of OLAs between internal teams

• Setup of meaningful SLA reporting (also in relation to possible claims for damages in case of breach of contract by our suppliers

• Definition of KPI and service dashboards for departments Service Portfolio Management

• Definition of service descriptions

• If needed, prepare possible cost and service chargeback Ticketing & processes Incident Management

• Consistent ticket categories

• Standardized prioritization

• Escalation matrix

• Automations

• Self-service optimization Request Fulfillment

• Service catalog across all departments

• Approval workflows Problem Management

• Introduction of root cause analysis

• Known Error Database

• Problem review process Complete asset management concept

• Hardware lifecycle management

• Software lifecycle management

• Leasing lifecycle

• Mobile device lifecycle

• Monitor lifecycle

• Phone lifecycle Processes

• Procurement

• Goods receipt

• Inventory

• Assignment

• Return

• Disposal

• Lease return

Goal: single source of truth for all assets CMDB design Definition of all configuration items: Workplace

• Notebooks
• Monitors
• Mobile phones
• Printers Infrastructure
• Servers
• Firewalls
• Switches
• Wi-Fi
• Storage
• Backup systems Cloud
• Azure resources
• Microsoft 365
• SaaS services Relationships
• User ↔ Asset
• Asset ↔ Service
• Service ↔ Infrastructure
• Location ↔ Asset Goal: make all service dependencies visible Software Asset & License Management
• License management concept
• License accounting
• Compliance reporting
• Microsoft license management
• Adobe license management
• SaaS management
• Contract management
• Renewal management

Interfaces & automation Existing systems Workday

• Joiner

• Mover

• Leaver TESMA

• Leasing data

• Contract data Matrix42

• Asset synchronization

• User synchronization Active Directory / Entra ID

• User management Microsoft 365

• License assignment

• Group management Dormakaba

• Access processes Sandata

• Lifecycle services Monitoring platforms

• PRTG

• Palo Alto

• Cisco Reporting & KPI framework Definition of a management dashboard KPIs

• Ticket volume

• SLA compliance

• MTTR

• First resolution rate

• Asset accuracy

• License compliance

• Change success rate

• Service availability

• Degree of automation Network redesign support Governance

• Support of the network redesign from an ITSM perspective

• Definition of affected services

• Change management structure

• Communication concept CMDB integration

• Recording of all network components

• Service mapping

• Dependency analysis Validation of documentation and knowledge base articles

• Network documentation

• Operations documentation

• Standard changes Monitoring & event management Target picture

• Central monitoring concept

• Event management process

• Alerting strategy

• Escalation model Systems

• Cisco

• Palo Alto

• Fortinet

• Rubrik

• Veeam

• Matrix42

• Azure

• Microsoft 365 Automation

• Ticket generation from monitoring

• Escalations

• Standard measures Audit, compliance & information security

• ISO 27001 consulting

• TISAX consulting

• NIS2 preparation - consulting

• Auditable processes

• Documentation structure

• Evidence management in Matrix42 Roadmap

• 12-month roadmap

• Prioritization of all measures

• Quick wins

• Medium-term projects

• Long-term target picture

• Documentation

Main tasks:

• Support in daily business 1st and 2nd level, IT service desk team (prioritization and processing of tickets), change, incident and problem management
• Ticket reporting / ticket dashboard
• Contact person for internal audits Vincenzo Kenk – IT team lead/department lead | IT project and service management
• IT emergency management

ITSM project:

• Further development of the existing IT service management system in the "ITSM" project with the goal of improving performance and making the overall system easier to use for end users.
• Analysis of the existing system architecture as a basis for creating the development concept for the IT service management system to be further developed
• Technical steering of the optimization and further development of the internal IT service management system
• Analysis and assessment of the system architecture, data model, software and IT infrastructure to identify improvement potential
• Conducting a constructive and goal-oriented dialogue with technical experts
• Technical steering and coordination of IT development
• Improving software usability based on user feedback
• Creating detailed technical documentation
• Agile development method with Scrum

Technologies / products used:

• JIRA JSM, JIRA project management, Confluence, Nagios, Azure administration, Lansweeper

Methods used:

• SCRUM, ITIL4 change and problem management, CMDB, Kanban

• Restructuring of the IS NSS area (networks/SEC) with focus on backlog prioritization and daily business to ensure IT operations in the LAN/WAN area of BMB and its health insurance customers (incident, major incident, change, problem and request management)

• Adjustment of job profiles and creation of a revised operations admin concept

• Employee hiring and recruiting (new external and internal employees, interviews, candidate selection, onboarding)

• General team management (one-on-one meetings, skill matrix, introduction of a daily standup, introduction of a biweekly team meeting, preparation of personal goals / OKRs, participation in and further development of technical meetings for internal area projects)

• Improvement of employee productivity (jump host structure in a new tiering model, beta testing of new laptops with PaloAlto Prisma Access Agent)

• Setup of knowledge and competence management for the IS NSS area (internal knowledge management, creation of a training plan for line business and new projects)

• Reactivation of important interface topics with frontdesk, backdesk, request fulfillment, ITK team, networks/SEC team from Hamburg and the partner for the VOIP product ALL IP

• Improvement of project processes around the managed WAN and ALL IP (VOIP) products (coordinating ISP migrations to Versatel, provider management, resource management, project management, participation in customer meetings)

• Improvement of processes around CMDB – asset management (resumption of technical requirements from the IS NSS perspective, data model definition, asset lifecycle management, definition of named responsible persons and their tasks in operations, see also operations admin concept)

• Improvement of processes around IT monitoring (review of technical requirements from the IS NSS perspective, resumption of activities around customer monitoring with Isarflow, definition of named responsible persons and their tasks in operations, see also operations admin concept)

• Provider management for the WAN and VOIP area

• Participation in CAB meetings (change approval board, approval and quality management role for changes from the IS NSS team, planning of maintenance weekends)

• Participation in department and area manager meetings

• Cisco ESA project (role: department lead for team SEC - focus on resource management, escalation point for project blockers, project structure plan and participation in regular status meetings)

• Cisco ACI project (role: department lead for team networks - focus on resource management, escalation point for project blockers, project structure plan and participation in regular status meetings)

• Safe Garden project as a technical intermediate step toward Cisco ACI (role: department lead for team SEC and networks - focus on resource management, escalation point for project blockers, project structure plan and participation in regular status meetings)

• Various other measures and specialist tasks (role: department lead for internal smaller projects – focus on delivering project goals, weekly status quo meeting)

• Steering and stabilizing the Infrastructure department (identifying strengths, weaknesses, skill and resource gaps; concept for reorganization and split into specialist teams; creating skill and role profiles; team building and growth)

• Milestone planning for infrastructure modernization (identifying technical challenges; priority on network stability, WAN, WLAN; replacing legacy technology; planning investments in the short, medium and long term)

• Creating location rollout blueprints (standards for milestone planning for new locations nationally and internationally)

• Identifying core skills and tasks that can be outsourced

• Concept for technology and organization for the growing IU Group

• Hybrid data center concept based on Equinix EBC

• Introducing future-proof technologies with a perspective of at least 5 years

• IT service management for a mid-sized customer and a large customer
• Review of the existing service portfolio and adaptation of customer documents
• Improvement initiatives in the ITSM area (processes, documentation, monitoring, restore, DevOps, automation)
• Introducing a project framework
• Introducing new team processes (Kanban, know-how transfer, operator of the week)

• Leading internal and external staff and managing outsourcing partners (6 employees)

• Contact person for internal IT operations and KPI reporting

• System administration of Windows, Linux and macOS

• Introduction of ITIL

• Introduction of a project framework

• Connecting Dubai and creating a location standard (LAN, WAN, switching, routing, firewall, IT security, software asset management)

• Relocation of the Fidor Factory in Berlin

• Migration of partial components to the O365/Azure cloud

• Introduction of Office IT security stack (COSA)

• Designing a business continuity plan for Fidor Bank

• Connecting foreign offices to the headquarters in Munich

• Error analysis and technical support for the configuration and installation of hardware and software

• Responsible for internal IT operations and 2nd level support for about 20 locations worldwide

• Migration of central IT services from Novell (eDir, Groupwise, Novell clustering) to Microsoft (Hyper-V, Active Directory, Exchange, SharePoint)

• Administration of the XEN environment

• Introduction of a mobile device management solution (BlackBerry)

• Upgrade and administration of the Citrix environment from version 4.x to 5.x

• Introduction and maintenance of a company-wide video conferencing solution