Wolfgang Tomaschek-Senior Project Manager and Requirements Manager / Business Analyst

Project content: 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). In this process, the existing system will be temporarily available alongside the new system and migrated step by step. New forms are to be created during the migration. The project got off track and needs to be stabilized. At the same time, since 10/22, the project has been changed from a classic to an agile approach.

Project metrics:

• Budget (during the assignment) approx. €10M
• approx. 50 people in the core project context
• regular (indirect) contact with approx. 90 people in the wider project environment

My main tasks:

• Project management
• Part of the three-person project management team
• Stabilization of the project and ensuring the go live
• Responsibility for project planning, risk management, change management, quality management, and the operational control of the project according to V-Model XT ITZBund
• Ongoing coordination with customers, external service providers and project sponsors/owners and moderation of related cross-functional meetings
• Coordination with operations, release and deployment
• Planning and leading the cut-over and a hypercare phase after rollout phase I
• Preparation for and participation in management jour fixes, stakeholder management
• Creating monthly project status reports
• Ensuring accessibility (BITV)
• Agile Transformation
• Interim takeover of the Scrum Master role during the transformation
• Responsibility for the agile transformation in the ongoing project
• Definition of all necessary work packages to achieve the target “agile working from Q2/23”
• Coordination with the Product Owners and Scrum Masters
• Support for all project participants through knowledge transfer, agile coaching

Methodology:

• V-Model XT ITZBund
• Scrum (within the agile transformation)

Tools used:

• Microsoft Office, Skype, MS Project, DOORS, Confluence, Jira, SharePoint, XÖV, Miro

Project content: As part of a strategic reorientation, IT systems are centrally taken over from the individual companies and departments of the City of Munich and will be operated as services in accordance with ITIL. This includes, as part of a tender, the new procurement of sewer inspection vehicles including the necessary hardware. Measures are coordinated under the legal requirements for critical infrastructure (KRITIS), already considered in phase I and steered for implementation from Q4/2021.

Project metrics:

• Budget (during the assignment) approx. €2.5M
• approx. 10 people in the core project context
• regular (indirect) contact with approx. 30 people in the wider project environment

My main tasks:

• Project management
• Project planning, as well as control and monitoring of three projects
• Preparation of necessary documents in the decision process
• Preparation of necessary documents for change management
• Responsibility for the tender process for sewer inspection vehicles including preparation of the required 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, preparation of the functional specification, process analysis
• Recording and documentation of the current system landscape and (business) processes
• Design of target environments and necessary IT systems
• Coordination of the setup of the new target environments
• Migration strategy, temporary operation of old and new systems
• Support in creating test data and functional test cases
• Adjustment of existing business processes
• Coordination with responsible parties of adjacent services and components
• Coordination of appropriate lifecycle measures
• Derivation of targeted measures to achieve KRITIS certification in 2022
• Taking over rollout management and going through the internal operations handover process

Methodology:

• V-Model XT

Tools used:

• Microsoft Office, Webex

Project content: Within the overall "As-built Plans 4.0" project, the quality of the as-built plans is improved and secured for the future through various measures. Through the "Lock Concept" subproject, suitable measures have been developed and implemented since 2016 for the business processes and the leading SAP system. These measures are intended to support the plan-managing departments as well as the executing construction projects.

Project metrics:

• ca. 25 people in the core project context
• Regular (indirect) contact with about 50 people in the broader project environment

My main tasks:

• Replanning of the "Lock Concept" subproject running in Phase I and ongoing adjustments during the project
• Business analysis / (agile) requirements management
• Support for risk management
• Support for change management
• Capturing, structuring, and modeling the existing business processes (current state) as part of process management and process analysis
• Conceptual design, documentation, and modeling of requirements / user stories and changed business processes as part of the functional concept and product backlog for Phases II and III
• Creating mockups, UX design
• Preparing, leading, and documenting results of technical workshops
• Developing the migration concept
• Creating epics and user stories with the business units
• Point of contact and support for the IT service provider during the IT concept development, including refinement

Approach:

• Agile, iterative, V model

Modeling languages / exchange formats:

• UML, BPMN, JSON, XML

Tools used:

• Microsoft Office, Visio, Signavio

Project content: To identify customer usage reports of licensed works, these reports are matched against the works documentation using self-developed algorithms. The existing software will be replaced by a more powerful one.

My main tasks:

• Coaching internal staff on various aspects of requirements management
• Reviewing the existing rough concept
• Supporting the planning for creating the detailed functional concept

Tools used:

• Microsoft Office

Project content: dmc is developing a completely new e-commerce 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. As part of this, several new initiatives are also launched. One example is "Connect," which links telematics products from various models. With the Europe-wide launch of the new E-Class in April 2016, customers should be able to purchase the "Park Pilot" service in a webshop 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 other (external) project partners.

Project metrics:

• Budget (during assignment): approx. €2.5M
• ca. 60 project staff in the core project context
• Regular (indirect) contact with about 45 people in the broader project environment

My main tasks:

• Taking over project responsibility under critical conditions
• Turnaround management
• Project management by time, scope, and budget
• Deriving appropriate measures to ensure the go-live in March 2016 in 20 countries
• Creating a detailed project plan
• Ongoing, targeted coordination with Daimler AG contacts and associated companies
• Risk management
• Capacity planning, coordinating with other project managers
• Creating suitable internal and external reports
• Acceptance of 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 hypercare phase
• Planning the transition to regular operations after the ramp-up phase
• Supporting test case creation and conducting functional tests

Approach:

• Agile, Scrum

Modeling language:

• UML

Tools used:

• Microsoft Office, Visio, Confluence, Jira

• Department management and business development
• Technical and functional leadership of all IT projects
• Requirements management and business analysis
• Personnel and resource planning, project controlling
• Professional and disciplinary responsibility for employees
• Responsible for the company's CRM software i-KuBis, its project-based development and ensuring ongoing operations

• Sub-project management
• Requirements management and business analysis
• Development of custom software
• Sales support