Wolfgang T.-Senior Project Manager and Requirements Manager/Business Analyst

Project overview: To achieve maturity level 4 in the OZG context, the existing Elster portal has been replaced since 2021 on behalf of the Federal Central Tax Office (BZSt). The existing system will remain available temporarily alongside the new system and will be migrated step by step. New forms are to be created during the migration. The project ran into difficulties and needed to be stabilized. At the same time, the project has been moving from a traditional to an agile approach since 10/22.

Project metrics:

• Budget (during my engagement) approx.10 Mio €
• approx. 50 people directly involved in the project
• regular (indirect) contact with approx. 90 people in the wider project environment

My main responsibilities:

• Project management
• Part of the three-person project management team
• Stabilizing the project and ensuring Go Live
• Responsibility for project planning, risk management, change management, quality management, and operational project control in accordance with V-Modell XT ITZBund
• Ongoing coordination with customers, external service providers, and project sponsors/owners, and facilitating related cross-project meetings
• Coordination with operations, release, and deployment
• Planning and leading the Cut Over and a hypercare phase after rollout phase I
• Preparing for and attending management Jour Fixes, stakeholder management
• Preparing monthly project status reports
• Ensuring accessibility (BITV)
• Agile transformation
• Interim assumption of the Scrum Master role during the transformation
• Responsibility for the agile transformation within the ongoing project
• Defining all work packages needed to achieve the goal of “agile working from Q2/23”
• Coordination with the Product Owners and Scrum Masters
• Supporting all project participants through knowledge transfer and agile coaching

Approach:

• V-Modell XT ITZBund
• Scrum (as part of the agile transformation)

Tools used:

• Microsoft Office, Skype, MS Project, Doors, Confluence, Jira, Sharepoint, XÖV, Miro

Project overview: As part of a strategic realignment, IT systems are being taken over centrally from the individual companies and departments of the City of Munich and will in future be operated as services in accordance with ITIL. This includes, as part of a tender, procuring new sewer inspection vehicles, including the necessary hardware. Measures are being coordinated to meet the legal requirements for critical infrastructure (KRITIS), already taken into account in Phase I, and scheduled for implementation from Q4/2021.

Project metrics:

• Budget (during my engagement) approx. 2,5 Mio. €
• approx. 10 people directly involved in the project
• regular (indirect) contact with approx. 30 people in the wider project environment

My main responsibilities:

• Project management
• Planning, managing, and monitoring three projects
• Preparing the necessary documents for the decision-making process
• Preparing the necessary change management documents
• Responsibility for the tender process for sewer inspection vehicles, including preparing the necessary documents
• Coordination with external service providers, software and hardware manufacturers
• Coordination with operations, release, and deployment
• Risk management
• Planning and responsibility for a hypercare phase
• Business and technical requirements management
• Business analysis, preparing the functional specification, process analysis
• Reviewing and documenting the existing system landscape and (business) processes
• Designing the target environments and necessary IT systems
• Coordinating the setup of the new target environments
• Migration strategy, temporary operation of old and new systems
• Supporting the creation of test data and functional test cases
• Adjusting existing business processes
• Coordination with the owners of neighboring services and components
• Coordination of suitable lifecycle measures
• Defining targeted measures to achieve KRITIS certification in 2022
• Taking over rollout management and completing the internal operational handover process

Approach:

• V-Modell XT

Tools used:

• Microsoft Office, Webex

Project content: Within the overall “Bestandspläne 4.0” project, the quality of existing plans is improved and secured for the future through various measures. Since 2016, the “Sperrkonzept” subproject has been developing and implementing suitable measures for business processes and the SAP system used to manage plans. These are intended to support the departments responsible for managing plans, as well as the construction projects carrying out the work.

Project metrics:

• approx. 25 people closely involved in the project
• regular (indirect) contact with approx. 50 people in the wider project environment

My main activities:

• Redesign of the “Sperrkonzept” subproject, which was underway in Phase I, and ongoing adjustments as the project progressed
• Business analysis/ (agile) requirements management
• Supporting risk management
• Supporting change management
• Capturing, structuring and modeling existing business processes (AS IS) as part of process management and business process analysis
• Functional design, documentation and modeling of requirements/ User Stories and changed business processes as part of the functional design and Product Backlog for Phases II and III
• Creating mockups, UX design
• Preparing and leading functional workshops and documenting their outcomes
• Creating a migration concept
• Creating Epics and User Stories with the business departments
• Point of contact and support for the IT service provider while the IT concept was being created, including refinement

Methodology:

• Agile, iterative, V Model

Modeling languages/data exchange formats:

• UML, BPMN, JSON, XML

Tools used:

• Microsoft Office, Visio, Signavio

Project content: To identify usage reports for licensed works received from customers, these are matched against the works documentation using self-developed algorithms. The existing software is to be replaced with new, more powerful software.

My main activities:

• Coaching internal employees in various aspects of requirements management
• Reviewing the existing high-level concept
• Supporting planning for the creation of the detailed functional concept

Tools used:

• Microsoft Office

Project content: dmc is developing a completely new ECommerce strategy and omnichannel platform for Daimler AG on behalf of the joint venture Cinteo. This includes replacing the existing Intershop landscape and migrating to a new Hybris system. Various new initiatives are also being launched as part of this work. One of these is "Connect", which connects telematics products across different model series. With the new E-Class being delivered across Europe in 04/16, customers are to be able to purchase the "Park Pilot" service in a web shop and activate it in the vehicle at the same time. dmc is developing the shop frontend and the necessary interfaces to Daimler AG systems and those of other (external) project partners.

Project metrics:

• Budget (during assignment) approx. 2.5 Mio €
• approx. 60 project employees closely involved in the project
• regular (indirect) contact with approx. 45 people in the wider project environment

My main activities:

• Taking over project responsibility in a critical situation
• Turn-around management
• Project management to time, scope and budget
• Defining suitable measures to ensure Go Live 03/2016 in 20 countries
• Developing a detailed project plan and project planning
• Ongoing, focused coordination with the responsible contacts at Daimler AG and affiliated companies
• Risk management
• Capacity planning, including coordination with other project managers
• Preparing suitable internal and external reports
• Accepting sprint results through testing
• Ongoing coordination with the Product Owner and Scrum Master
• Coordination with operations and release
• Handing over the project to service and ongoing operations, including the hypercare phase
• Planning the transition to regular operations after the ramp-up phase
• Supporting the creation of test cases and conducting functional tests

Methodology:

• Agile, Scrum

Modeling language:

• UML

Tools used:

• Microsoft Office, Visio, Confluence, Jira

• Department management and business development
• Technical and functional management of all IT projects
• Requirements management and business analysis
• Staff and resource planning, project controlling
• Functional and disciplinary responsibility for employees
• Responsibility for the company’s own CRM software i-KuBis, its project-related development, and ensuring its ongoing operation

• Subproject management
• Requirements management and business analysis
• Custom software development
• Sales support