Find the perfect Project Managers in Munich in minutes from 15,000 CVs with the power of AI
Bring in project leaders who can run software rollouts, marketing launches, and cross-functional transformations. Cover planning, stakeholder alignment, risk control, and delivery follow-up with fast, precise matching to vetted, available freelancers.
About the role
What they deliver
A freelance project manager keeps work moving and decisions clear. They define scope, build timelines, coordinate teams, manage risks, and make sure delivery stays tied to business goals.
- Project plans, milestones, and status reports
- Stakeholder communication and meeting cadence
- Risk, issue, and dependency tracking
- Delivery support across internal teams and vendors
- Handover materials and lessons learned
Where they fit
Companies bring in a project manager when a deadline is fixed, the internal team is already full, or a change effort needs stronger control. Common cases include system rollouts, product launches, rebrands, office moves, and process redesign.
In Munich, this often means work with industrial firms, tech companies, agencies, and international teams that need clear coordination across functions. Some clients want on-site leadership. Others need remote support with regular check-ins and sharp documentation.
Skills that matter
A strong Project Manager combines structure with calm judgment. They need to read the room, keep priorities realistic, and make trade-offs visible before they turn into delays.
- Clear planning and facilitation
- Stakeholder management across levels
- Budget and scope control
- Risk handling and escalation discipline
- Strong written and spoken communication
Tools and methods
The right freelancer should be comfortable with the tools your team already uses. That often includes Jira, Asana, Trello, Monday.com, Microsoft Project, Excel, PowerPoint, Confluence, and Teams or Slack.
Method knowledge matters too. Depending on the project, they may work in Waterfall, Agile, Scrum, or a hybrid setup. For technical work, they should understand handovers between business, IT, vendors, and operations without losing detail.
What good looks like
Top project managers do more than chase deadlines. They create a simple structure that helps people decide, act, and report without confusion.
- Plans are realistic and updated early
- Risks are raised before they become blockers
- Meetings end with clear owners and next steps
- Stakeholders know what is done, what is late, and why
- The final handover is clean and usable
Freelance advantage
A freelance project manager is a strong choice when you need focused support for a defined phase, a temporary gap, or a specific transformation. It is also useful when the work needs senior coordination but not a permanent headcount.
For many Munich companies, the best fit is someone who can join quickly, work in English or German where needed, and adapt to local teams without a long onboarding cycle. That is especially valuable in fast-moving projects with many stakeholders and limited internal capacity.
Meet FRATCH Project Managers
Marco Steidel
IT Interim Manager | Interim CIO | Transformation Lead | IT Project Manager & Program Manager | Digital Advisory Board Member
Last position:
IT Interim Manager & Digitalization Consultant at paarprojekt GmbH
- Project management and consulting services with a focus on IT interim management: digitalization of corporate management including processes and applications
- Assessment of the entire IT infrastructure including applications, core processes, and contracts, including cost optimization
- Evaluation and introduction of solutions to promote digitalization in the company in the areas of: property management, CRM, invoice review & approval processes, smart metering, DMS, time tracking
- Digitization of file folders and introduction of SharePoint and Microsoft Teams as the central document & communication platform
- Design and delivery of AI workshops including rollout of AI tools to increase efficiency and transparency in key business processes
- Creation of training materials and delivery of user training for newly introduced digital processes and solutions
Antje Gabert
Senior Project and Requirements Manager – B2C Transformation Project
Last position:
Senior Project and Requirements Manager – B2C Transformation Project at Telefónica Germany
- Responsible for fully taking into account partner incentive compensation management in a transformation project to ensure an end-to-end implementation.
- Managing project management and taking technical responsibility as Business Requirement Owner to ensure business-fit solutions.
- Analyzing, documenting, and prioritizing business requirements as part of a structured requirements management process.
Antje Gabert
Senior Project and Requirements Manager – B2C Transformation Project
Last position:
Senior Project and Requirements Manager – B2C Transformation Project at Telefónica Germany
- Responsible for fully taking into account partner incentive compensation management in a transformation project to ensure an end-to-end implementation.
- Responsible for fully taking into account partner incentive compensation management in a transformation project to ensure an end-to-end implementation.
- Managing project management and taking technical responsibility as Business Requirement Owner to ensure business-fit solutions.
- Analyzing, documenting, and prioritizing business requirements as part of a structured requirements management process.
- Managing project management and taking technical responsibility as Business Requirement Owner to ensure business-fit solutions.
- Analyzing, documenting, and prioritizing business requirements as part of a structured requirements management process.
Ralf Roßkopf
Project and Interim Manager Marketing | CRM | CX
Last position:
Program and Campaign Management at PAYBACK GmbH
- Project management in the area of "Campaign, Offer and Performance Management Classic" for PAYBACK partners from the retail, FMCG and financial services sectors
- Campaign planning, development and implementation of offer-specific concepts and measures for the channels newsletter, digital advertising (web and app), stand-alone mailings and the print mailing "PAYBACK points overview"
- Coordination with PAYBACK program partners (including American Express, Netto, EDEKA, Marktkauf & Trinkgut), PAYBACK specialist departments and agencies
- Documentation of tasks and processes as well as onboarding of the future role holder
Ralf Roßkopf
Project and Interim Manager Marketing | CRM | CX
Last position:
Program and Campaign Management at PAYBACK GmbH
- Project management in the area of "Campaign, Offer and Performance Management Classic" for PAYBACK partners from the retail, FMCG and financial services sectors
- Campaign planning, development and implementation of offer-specific concepts and measures for the channels newsletter, digital advertising (web and app), stand-alone mailings and the print
- Project management in the area of "Campaign, Offer and Performance Management Classic" for PAYBACK partners from the retail, FMCG and financial services sectors
- Campaign planning, development and implementation of offer-specific concepts and measures for the channels newsletter, digital advertising (web and app), stand-alone mailings and the print mailing "PAYBACK points overview"
- Coordination with PAYBACK program partners (including American Express, Netto, EDEKA, Marktkauf & Trinkgut), PAYBACK specialist departments and agencies
- Documentation of tasks and processes as well as onboarding of the future role holder
mailing "PAYBACK points overview"
- Coordination with PAYBACK program partners (including American Express, Netto, EDEKA, Marktkauf & Trinkgut), PAYBACK specialist departments and agencies
- Documentation of tasks and processes as well as onboarding of the future role holder
Vicenco Kenk
Interim IT Team Lead / IT Service Management / IT Project Management / Solution Architect
Last position:
ITSM Project Manager (self-employed)
Unified ITSM framework
- Definition of a company-wide ITSM target picture
- Introduction of a uniform service structure across all business units
SLA and OLA management
- Building a standardized SLA framework
- Definition of service classes (Business Critical, Standard, Low Priority)
- Introduction of OLAs between internal teams
- Building meaningful SLA reporting
- Definition of KPI and service dashboards for business units
Service portfolio management
- Definition of service descriptions
- If needed, preparing possible cost and service billing
Ticketing & processes
- Incident management
- Uniform ticket categories
- Standardized prioritization
- Escalation matrix
- Automations
- Self-service optimization
Request fulfillment
- Service catalog across all business units
- 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
- Leasing 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
- WLAN
- 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 balancing
- 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
Lifecycle services
Monitoring platforms
- PRTG
- Palo Alto
- Cisco
Reporting & KPI framework
- Definition of a management dashboard
- KPIs
- Ticket volume
- SLA fulfillment
- 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 point of view
- 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 creation from monitoring
Escalations
Standard actions
Audit, compliance & information security
- ISO 27001 consulting
- TISAX consulting
- NIS2 preparation - consulting
- Audit-ready processes
- Documentation structure
- Evidence tracking in Matrix42
Roadmap
- 12-month roadmap
- Prioritization of all measures
- Quick wins
- Medium-term projects
- Long-term target picture
- Documentation
Vicenco Kenk
Interim IT Team Lead / IT Service Management / IT Project Management / Solution Architect
Last position:
ITSM Project Manager (self-employed)
Unified ITSM framework
- Definition of a company-wide ITSM target picture
- Introduction of a uniform service structure across all business units
SLA and OLA management
- Building a standardized SLA framework
- Definition of service classes (Business Critical, Standard, Low Priority)
- Introduction of OLAs between internal teams
Unified ITSM framework
- Definition of a company-wide ITSM target picture
- Introduction of a uniform service structure across all business units
SLA and OLA management
- Building a standardized SLA framework
- Definition of service classes (Business Critical, Standard, Low Priority)
- Introduction of OLAs between internal teams
- Building meaningful SLA reporting
- Definition of KPI and service dashboards for business units
Service portfolio management
- Definition of service descriptions
- If needed, preparing possible cost and service billing
Ticketing & processes
- Incident management
- Uniform ticket categories
- Standardized prioritization
- Escalation matrix
- Automations
- Self-service optimization
Request fulfillment
- Service catalog across all business units
- 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
- Leasing 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
- WLAN
- 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 balancing
- 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
Lifecycle services
Monitoring platforms
- PRTG
- Palo Alto
- Cisco
Reporting & KPI framework
- Definition of a management dashboard
- KPIs
- Ticket volume
- SLA fulfillment
- 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 point of view
- 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 creation from monitoring
Escalations
Standard actions
Audit, compliance & information security
- ISO 27001 consulting
- TISAX consulting
- NIS2 preparation - consulting
- Audit-ready processes
- Documentation structure
- Evidence tracking in Matrix42
Roadmap
- 12-month roadmap
- Prioritization of all measures
- Quick wins
- Medium-term projects
- Long-term target picture
- Documentation
- Building meaningful SLA reporting
- Definition of KPI and service dashboards for business units
Service portfolio management
- Definition of service descriptions
- If needed, preparing possible cost and service billing
Ticketing & processes
- Incident management
- Uniform ticket categories
- Standardized prioritization
- Escalation matrix
- Automations
- Self-service optimization
Request fulfillment
- Service catalog across all business units
- 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
- Leasing 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
- WLAN
- 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 balancing
- 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
Lifecycle services
Monitoring platforms
- PRTG
- Palo Alto
- Cisco
Reporting & KPI framework
- Definition of a management dashboard
- KPIs
- Ticket volume
- SLA fulfillment
- 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 point of view
- 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 creation from monitoring
Escalations
Standard actions
Audit, compliance & information security
- ISO 27001 consulting
- TISAX consulting
- NIS2 preparation - consulting
- Audit-ready processes
- Documentation structure
- Evidence tracking in Matrix42
Roadmap
- 12-month roadmap
- Prioritization of all measures
- Quick wins
- Medium-term projects
- Long-term target picture
- Documentation
Philipp Schlegtendal
Project Manager, Business Analyst, Trainer, Entrepreneur
Last position:
Project Manager, Business Analyst, Trainer, Entrepreneur at Schlegtendal Solutions
- Entrepreneur: Development of concept and 3D-print optimized design for a trigger point massage device "TriggaBuddy", German utility model certificate
- Consulting services in the fields of business analysis, transformation, innovative business and work structures, business development
- Reference projects as Business Analyst:
- E.ON – Introduction of a new product management IT system
- E.ON – End-to-end process management for product introduction (idea-to-market, in an agile environment)
- korero GmbH – Creation of a non-functional requirements specification
- Findos – Market analysis for investor acquisition
- Co.met GmbH – Business model, organizational structure, processes
- Transformation toward sustainability based on BMW experience
- Introduction and optimization of agile ways of working at E.ON and Co.met GmbH
- Business development: Head of Finance at Olao Health in the field of workplace health management; project lead for Stromnetz Hamburg "product for third-party customer business"
- Trainer for introductory JIRA/Confluence training (E.ON) and "Introduction to Purchasing" (BMW)
Philipp Schlegtendal
Project Manager, Business Analyst, Trainer, Entrepreneur
Last position:
Project Manager, Business Analyst, Trainer, Entrepreneur at Schlegtendal Solutions
- Entrepreneur: Development of concept and 3D-print optimized design for a trigger point massage device "TriggaBuddy", German utility model certificate
- Consulting services in the fields of business analysis, transformation, innovative business and work structures, business development
- Reference projects as Business Analyst:
- Entrepreneur: Development of concept and 3D-print optimized design for a trigger point massage device "TriggaBuddy", German utility model certificate
- Consulting services in the fields of business analysis, transformation, innovative business and work structures, business development
- Reference projects as Business Analyst:
- E.ON – Introduction of a new product management IT system
- E.ON – End-to-end process management for product introduction (idea-to-market, in an agile environment)
- korero GmbH – Creation of a non-functional requirements specification
- Findos – Market analysis for investor acquisition
- Co.met GmbH – Business model, organizational structure, processes
- Transformation toward sustainability based on BMW experience
- Introduction and optimization of agile ways of working at E.ON and Co.met GmbH
- Business development: Head of Finance at Olao Health in the field of workplace health management; project lead for Stromnetz Hamburg "product for third-party customer business"
- Trainer for introductory JIRA/Confluence training (E.ON) and "Introduction to Purchasing" (BMW)
- E.ON – Introduction of a new product management IT system
- E.ON – End-to-end process management for product introduction (idea-to-market, in an agile environment)
- korero GmbH – Creation of a non-functional requirements specification
- Findos – Market analysis for investor acquisition
- Co.met GmbH – Business model, organizational structure, processes
- Transformation toward sustainability based on BMW experience
- Introduction and optimization of agile ways of working at E.ON and Co.met GmbH
- Business development: Head of Finance at Olao Health in the field of workplace health management; project lead for Stromnetz Hamburg "product for third-party customer business"
- Trainer for introductory JIRA/Confluence training (E.ON) and "Introduction to Purchasing" (BMW)
Michael Appel
Independent Business Consultant
Last position:
Senior Project Management at Telefónica Germany GmbH & Co. OHG
- Project management of a simplification project to reduce effort for an IT transformation project
- Stakeholder management and preparation of decision papers for top management
- Scoping and PI planning across multiple delivery streams
- Planning requirements for the transformation project
- Creation of partner and customer journeys for structured end-to-end collection of requirements
- Development of suitable tracking methods for project progress
- Coordination with IT service providers and transformation project committees
Michael Appel
Independent Business Consultant
Last position:
Senior Project Management at Telefónica Germany GmbH & Co. OHG
- Project management of a simplification project to reduce effort for an IT transformation project
- Stakeholder management and preparation of decision papers for top management
- Scoping and PI planning across multiple delivery streams
- Planning requirements for the transformation project
- Project management of a simplification project to reduce effort for an IT transformation project
- Stakeholder management and preparation of decision papers for top management
- Scoping and PI planning across multiple delivery streams
- Planning requirements for the transformation project
- Creation of partner and customer journeys for structured end-to-end collection of requirements
- Development of suitable tracking methods for project progress
- Coordination with IT service providers and transformation project committees
- Creation of partner and customer journeys for structured end-to-end collection of requirements
- Development of suitable tracking methods for project progress
- Coordination with IT service providers and transformation project committees
Christoph Hansen
IT Project and Program Management
Last position:
PMO Lead at System Technology Defense
- Planning, establishment, and leadership of a Program Management Office (PMO) as the central unit for the operational control of the overall program with tasks including:
- Defining and developing the optimal project management processes for the program.
- Creating and introducing a monitoring & controlling process to manage the timely delivery of deliverables.
- Creating the overall program plan with schedules, budget & cost plans, resource planning, and deliverables planning.
- Selecting and managing external service providers and monitoring contract compliance.
- Defining and executing program risk management and developing mitigating actions.
- Developing efficient reporting for the overall program to meet all stakeholder groups. Defining and creating key program KPIs using earned value analysis and milestone trend analysis.
- Providing and adjusting necessary IT tools for communication and documentation (Confluence, Jira, Teams, etc.).
- Defining and executing project change management.
- Planning and running all management meetings, including steering committee, management meetings, and board presentations.
- Preparatory alignment, planning, and organization of the group project as a basis for the execution phase.
- Selecting and staffing the program core team and the extended project team with a total of 70 participants.
- Planning the project organization, reporting and decision-making paths, and governance at the operational and strategic levels.
Christoph Hansen
IT Project and Program Management
Last position:
PMO Lead at System Technology Defense
- Planning, establishment, and leadership of a Program Management Office (PMO) as the central unit for the operational control of the overall program with tasks including:
- Defining and developing the optimal project management processes for the program.
- Planning, establishment, and leadership of a Program Management Office (PMO) as the central unit for the operational control of the overall program with tasks including:
- Defining and developing the optimal project management processes for the program.
- Creating and introducing a monitoring & controlling process to manage the timely delivery of deliverables.
- Creating the overall program plan with schedules, budget & cost plans, resource planning, and deliverables planning.
- Selecting and managing external service providers and monitoring contract compliance.
- Defining and executing program risk management and developing mitigating actions.
- Developing efficient reporting for the overall program to meet all stakeholder groups. Defining and creating key program KPIs using earned value analysis and milestone trend analysis.
- Providing and adjusting necessary IT tools for communication and documentation (Confluence, Jira, Teams, etc.).
- Defining and executing project change management.
- Planning and running all management meetings, including steering committee, management meetings, and board presentations.
- Preparatory alignment, planning, and organization of the group project as a basis for the execution phase.
- Selecting and staffing the program core team and the extended project team with a total of 70 participants.
- Planning the project organization, reporting and decision-making paths, and governance at the operational and strategic levels.
- Creating and introducing a monitoring & controlling process to manage the timely delivery of deliverables.
- Creating the overall program plan with schedules, budget & cost plans, resource planning, and deliverables planning.
- Selecting and managing external service providers and monitoring contract compliance.
- Defining and executing program risk management and developing mitigating actions.
- Developing efficient reporting for the overall program to meet all stakeholder groups. Defining and creating key program KPIs using earned value analysis and milestone trend analysis.
- Providing and adjusting necessary IT tools for communication and documentation (Confluence, Jira, Teams, etc.).
- Defining and executing project change management.
- Planning and running all management meetings, including steering committee, management meetings, and board presentations.
- Preparatory alignment, planning, and organization of the group project as a basis for the execution phase.
- Selecting and staffing the program core team and the extended project team with a total of 70 participants.
- Planning the project organization, reporting and decision-making paths, and governance at the operational and strategic levels.
Tezcan Dilshener
Solution Architect / Project Manager
Last position:
Solution Architect / Project Manager at German Football Association
- Overall responsibility for the project lifecycle from scope definition to completion
- Close collaboration with platform teams, IT leaders, and external service providers
- Application of SAFe principles and structured sprint work
- Creation of a migration roadmap with clear milestones
- Monitoring of the lifecycle: onboarding, repository migration, replication of permissions, and system tests
- Visualization of the architecture with PlantUML and Gliffy as well as documentation in Confluence
- Regular status reports and running knowledge transfer sessions
Tezcan Dilshener
Solution Architect / Project Manager
Last position:
Solution Architect / Project Manager at German Football Association
- Overall responsibility for the project lifecycle from scope definition to completion
- Close collaboration with platform teams, IT leaders, and external service providers
- Application of SAFe principles and structured sprint work
- Creation of a migration roadmap with clear milestones
- Overall responsibility for the project lifecycle from scope definition to completion
- Close collaboration with platform teams, IT leaders, and external service providers
- Application of SAFe principles and structured sprint work
- Creation of a migration roadmap with clear milestones
- Monitoring of the lifecycle: onboarding, repository migration, replication of permissions, and system tests
- Visualization of the architecture with PlantUML and Gliffy as well as documentation in Confluence
- Regular status reports and running knowledge transfer sessions
- Monitoring of the lifecycle: onboarding, repository migration, replication of permissions, and system tests
- Visualization of the architecture with PlantUML and Gliffy as well as documentation in Confluence
- Regular status reports and running knowledge transfer sessions
Thomas Martin
Senior Program & Project Manager (PMP®) · Dipl.-Ing. Electrical Engineering and Information Technology (TU Munich)
Last position:
Lead AI-/Agentic-Engineering at AI-/Agentic-Engineering (Own research)
AI-supported development and PM acceleration with agentic workflows; deep reinforcement learning; fully automated 24/7 setup.
Thomas Martin
Senior Program & Project Manager (PMP®) · Dipl.-Ing. Electrical Engineering and Information Technology (TU Munich)
Last position:
Lead AI-/Agentic-Engineering at AI-/Agentic-Engineering (Own research)
AI-supported development and PM acceleration with agentic workflows; deep reinforcement learning; fully automated 24/7 setup.
AI-supported development and PM acceleration with agentic workflows; deep reinforcement learning; fully automated 24/7 setup.
Andreas Adloff
HR Transformation Consultant
Last position:
Workday Reengineering Project Lead at DSV Gruppe
- Analyze existing configuration
- Compare to HR process and organizational designs
- Develop redesigns and roll-out plans
- Adjust security concept
- Perform testing and implementation
- Prepare documentation and hand-over
Andreas Adloff
HR Transformation Consultant
Last position:
Workday Reengineering Project Lead at DSV Gruppe
- Analyze existing configuration
- Compare to HR process and organizational designs
- Develop redesigns and roll-out plans
- Adjust security concept
- Perform testing and implementation
- Prepare documentation and hand-over
- Analyze existing configuration
- Compare to HR process and organizational designs
- Develop redesigns and roll-out plans
- Adjust security concept
- Perform testing and implementation
- Prepare documentation and hand-over
Elena Klusmann
Agile Transformation Consultant | Agile Coach | Program Manager
Last position:
Project Management Consultant at Freelancer
- PMO setup and governance for complex development and transformation programs
- Program and project management in highly complex technical environments (hardware, software, and system integration)
- Agile coaching and scaling (SAFe, Scrum) – from framework introduction to operational rollout
- Scrum Master and Product Owner roles within cross-functional, international teams
- Risk, stakeholder, and backlog management using JIRA, Confluence, and MS Project Available for: PMO Lead, Program Manager, Project Manager, Agile Coach, Scrum Master, Product Owner, Technical Program Manager
Elena Klusmann
Agile Transformation Consultant | Agile Coach | Program Manager
Last position:
Project Management Consultant at Freelancer
- PMO setup and governance for complex development and transformation programs
- Program and project management in highly complex technical environments (hardware, software, and system integration)
- Agile coaching and scaling (SAFe, Scrum) – from framework introduction to operational rollout
- PMO setup and governance for complex development and transformation programs
- Program and project management in highly complex technical environments (hardware, software, and system integration)
- Agile coaching and scaling (SAFe, Scrum) – from framework introduction to operational rollout
- Scrum Master and Product Owner roles within cross-functional, international teams
- Risk, stakeholder, and backlog management using JIRA, Confluence, and MS Project Available for: PMO Lead, Program Manager, Project Manager, Agile Coach, Scrum Master, Product Owner, Technical Program Manager
- Scrum Master and Product Owner roles within cross-functional, international teams
- Risk, stakeholder, and backlog management using JIRA, Confluence, and MS Project Available for: PMO Lead, Program Manager, Project Manager, Agile Coach, Scrum Master, Product Owner, Technical Program Manager
Kai Pankatz
Oracle Project Management and DBA
Last position:
Oracle Project Management and DBA at Scope Solutions AG
- Installation, maintenance and regular upgrade of the DB systems with 19x
- Use of OPatch and RU 19.27 on RHEL 8x, SLES 15.x and Windows
- DBA for DACH and European customers in production and last test environments (e.g. Konrad Adenauer) as well as others in CDB
- Processes via Confluence
- Support in operations for customers SR via Metalink
Kai Pankatz
Oracle Project Management and DBA
Last position:
Oracle Project Management and DBA at Scope Solutions AG
- Installation, maintenance and regular upgrade of the DB systems with 19x
- Use of OPatch and RU 19.27 on RHEL 8x, SLES 15.x and Windows
- Installation, maintenance and regular upgrade of the DB systems with 19x
- Use of OPatch and RU 19.27 on RHEL 8x, SLES 15.x and Windows
- DBA for DACH and European customers in production and last test environments (e.g. Konrad Adenauer) as well as others in CDB
- Processes via Confluence
- Support in operations for customers SR via Metalink
- DBA for DACH and European customers in production and last test environments (e.g. Konrad Adenauer) as well as others in CDB
- Processes via Confluence
- Support in operations for customers SR via Metalink
Daniel Bacon
Interim Manager, Project Manager, Product Owner, Business Analyst
Last position:
Interim Manager / Project Manager at Trench Group
Outcome: Implementation of an APS solution (Eyelit) across multiple international production sites, including definition of target planning processes, integration architecture (SAP – APS via middleware), and alignment of complex manufacturing requirements (e.g. autoclave planning, alternative routings). Establishment of governance structures, steering formats and decision frameworks to manage scope, cost and timeline across multiple stakeholders. Successful handover of project leadership to internal successor, ensuring continuity and sustained project delivery.
Role in Project: Project Lead / Program Manager
Main Tasks in Project:
- Led APS implementation across multiple plants (Germany, Canada, France, US) with focus on end-to-end planning & scheduling processes and system integration
- Acted as central interface between business stakeholders (plants, operations), IT (SAP/middleware) and vendor (Eyelit)
- Drove requirements engineering, including consolidation of plant-specific requirements and steering of sign-off process
- Managed vendor (Eyelit) performance, including scope clarification, effort discussions and commercial alignment
- Identified and challenged gaps between standard APS functionality and complex manufacturing requirements (e.g. autoclave planning, batch optimization, alternative routings)
- Defined and implemented project governance structures, including Steering Committees, risk reporting and decision frameworks
- Led escalation management on cost overruns, scope deviations and delivery transparency
- Coordinated integration strategy (decision for custom middleware vs. standard connector) and alignment with SAP landscape
- Improved project transparency and way of working, including definition of reporting structures, tracking logic and communication cadence
- Facilitated alignment between global and local stakeholders to ensure feasible timelines, resource planning and plant readiness
- Prepared and delivered SteerCo updates and executive decision documents
- Managed structured project handover to internal project lead, including knowledge transfer, documentation alignment and stakeholder transition.
Daniel Bacon
Interim Manager, Project Manager, Product Owner, Business Analyst
Last position:
Interim Manager / Project Manager at Trench Group
Outcome: Implementation of an APS solution (Eyelit) across multiple international production sites, including definition of target planning processes, integration architecture (SAP – APS via middleware), and alignment of complex manufacturing requirements (e.g. autoclave planning, alternative routings). Establishment of governance structures, steering
Outcome: Implementation of an APS solution (Eyelit) across multiple international production sites, including definition of target planning processes, integration architecture (SAP – APS via middleware), and alignment of complex manufacturing requirements (e.g. autoclave planning, alternative routings). Establishment of governance structures, steering formats and decision frameworks to manage scope, cost and timeline across multiple stakeholders. Successful handover of project leadership to internal successor, ensuring continuity and sustained project delivery.
Role in Project: Project Lead / Program Manager
Main Tasks in Project:
- Led APS implementation across multiple plants (Germany, Canada, France, US) with focus on end-to-end planning & scheduling processes and system integration
- Acted as central interface between business stakeholders (plants, operations), IT (SAP/middleware) and vendor (Eyelit)
- Drove requirements engineering, including consolidation of plant-specific requirements and steering of sign-off process
- Managed vendor (Eyelit) performance, including scope clarification, effort discussions and commercial alignment
- Identified and challenged gaps between standard APS functionality and complex manufacturing requirements (e.g. autoclave planning, batch optimization, alternative routings)
- Defined and implemented project governance structures, including Steering Committees, risk reporting and decision frameworks
- Led escalation management on cost overruns, scope deviations and delivery transparency
- Coordinated integration strategy (decision for custom middleware vs. standard connector) and alignment with SAP landscape
- Improved project transparency and way of working, including definition of reporting structures, tracking logic and communication cadence
- Facilitated alignment between global and local stakeholders to ensure feasible timelines, resource planning and plant readiness
- Prepared and delivered SteerCo updates and executive decision documents
- Managed structured project handover to internal project lead, including knowledge transfer, documentation alignment and stakeholder transition.
formats and decision frameworks to manage scope, cost and timeline across multiple stakeholders. Successful handover of project leadership to internal successor, ensuring continuity and sustained project delivery.
Role in Project: Project Lead / Program Manager
Main Tasks in Project:
- Led APS implementation across multiple plants (Germany, Canada, France, US) with focus on end-to-end planning & scheduling processes and system integration
- Acted as central interface between business stakeholders (plants, operations), IT (SAP/middleware) and vendor (Eyelit)
- Drove requirements engineering, including consolidation of plant-specific requirements and steering of sign-off process
- Managed vendor (Eyelit) performance, including scope clarification, effort discussions and commercial alignment
- Identified and challenged gaps between standard APS functionality and complex manufacturing requirements (e.g. autoclave planning, batch optimization, alternative routings)
- Defined and implemented project governance structures, including Steering Committees, risk reporting and decision frameworks
- Led escalation management on cost overruns, scope deviations and delivery transparency
- Coordinated integration strategy (decision for custom middleware vs. standard connector) and alignment with SAP landscape
- Improved project transparency and way of working, including definition of reporting structures, tracking logic and communication cadence
- Facilitated alignment between global and local stakeholders to ensure feasible timelines, resource planning and plant readiness
- Prepared and delivered SteerCo updates and executive decision documents
- Managed structured project handover to internal project lead, including knowledge transfer, documentation alignment and stakeholder transition.
Kai Zimmermann
Program and project management; Agile (method) coach; sales/partner manager
Last position:
Program and project management; Agile (method) coach; sales/partner manager at Google (in cooperation with Wipro Technologies)
- Strategic consulting for the initiation and management of complex, multidisciplinary projects
- Stakeholder management (project scheduling, requirements management, budget management, risk management) incl. cross-functional communication with implementation partners
- Carrying out analyses and recommendations with the technical team and discussing them at C-level
Kai Zimmermann
Program and project management; Agile (method) coach; sales/partner manager
Last position:
Program and project management; Agile (method) coach; sales/partner manager at Google (in cooperation with Wipro Technologies)
- Strategic consulting for the initiation and management of complex, multidisciplinary projects
- Stakeholder management (project scheduling, requirements management, budget management, risk management) incl.
- Strategic consulting for the initiation and management of complex, multidisciplinary projects
- Stakeholder management (project scheduling, requirements management, budget management, risk management) incl. cross-functional communication with implementation partners
- Carrying out analyses and recommendations with the technical team and discussing them at C-level
cross-functional communication with implementation partners
- Carrying out analyses and recommendations with the technical team and discussing them at C-level
Florian Krebs
Self-employed IT and Security Consultant
Last position:
LAN Planner at Global Network AG
- As-is assessment of the current network infrastructure and its documentation, including on-site inspections
- Independent planning of new distribution and main distribution rooms in the individual district offices (components used, rack layout, connectivity), considering the BSI IT-Grundschutz and InfoSic requirements
- Planning of new copper and fiber optic cabling, including patch panels
- Coordination with building services engineering (TGA) to ensure compliance with relevant on-site requirements
- Development of detailed execution plans and high-level concepts for the rollout of the new infrastructure
- Additional support after the components go live (hypercare phase)
- Regular communication with project management and client stakeholders
Florian Krebs
Self-employed IT and Security Consultant
Last position:
LAN Planner at Global Network AG
- As-is assessment of the current network infrastructure and its documentation, including on-site inspections
- Independent planning of new distribution and main distribution rooms in the individual district offices (components used, rack layout, connectivity), considering the BSI IT-Grundschutz and InfoSic requirements
- As-is assessment of the current network infrastructure and its documentation, including on-site inspections
- Independent planning of new distribution and main distribution rooms in the individual district offices (components used, rack layout, connectivity), considering the BSI IT-Grundschutz and InfoSic requirements
- Planning of new copper and fiber optic cabling, including patch panels
- Coordination with building services engineering (TGA) to ensure compliance with relevant on-site requirements
- Development of detailed execution plans and high-level concepts for the rollout of the new infrastructure
- Additional support after the components go live (hypercare phase)
- Regular communication with project management and client stakeholders
- Planning of new copper and fiber optic cabling, including patch panels
- Coordination with building services engineering (TGA) to ensure compliance with relevant on-site requirements
- Development of detailed execution plans and high-level concepts for the rollout of the new infrastructure
- Additional support after the components go live (hypercare phase)
- Regular communication with project management and client stakeholders
Discover over 15,000 top freelancers
Project Managers statistics
Aggregated from the professional profiles of matched freelancers.
Experience
23 years
Position duration
3.1 years
Positions per freelancer
13
Top business areas
Project Management, Information Technology, Operations
Top industries
Information Technology, Professional Services, Automotive
Certification focus areas
Project Management, Information Technology, Product Development
Bachelor's degree or higher
90%
Master's degree or higher
57%
Doctorate
6%
Certifications per freelancer
3
Most common languages
German, English, French
Speak two or more languages
97%
Daily Rate Distribution
The chart shows how the daily rates of freelancers in this role are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows how many freelancers charge within that range. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Average rates for Project Managers & Seniority distribution
Rates are based on recent contracts and do not include FRATCH margin.
The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Frequently Asked Questions
Want to learn more? Find helpful information about FRATCH
A Project Manager plans the work, aligns stakeholders, and keeps delivery under control. They turn a vague goal into a clear scope, timeline, and action list, then follow up until the handover is complete. In many projects, they also manage risks, decisions, and reporting so the team can focus on execution.
A strong project manager needs structure, communication, and judgment. Look for someone who can run meetings well, track dependencies, and handle scope changes without losing control of the plan. They should also be comfortable working across business, IT, vendors, and leadership.
A Project Manager focuses on delivery of a defined scope, timeline, and outcome. A Program Manager usually coordinates several related projects, while a Product Manager is more focused on product direction and priorities. In practice, titles can overlap, so the real test is the day-to-day work they have done.
A freelancer makes sense when the need is temporary, urgent, or tied to a specific initiative. This is common for rollouts, transformations, launches, and recovery situations where you need experienced control right away. A permanent hire is better when you need ongoing ownership over a stable portfolio of work.
In Munich, Project Managers are often used for software delivery, industrial change projects, internal transformations, and cross-functional launches. Local clients may also need support for international teams, where English is the working language but German helps with internal alignment. The exact scope depends on the company, but coordination and delivery control are usually central.
That depends on the project and the team setup. A project manager can often work remotely if reporting, planning, and stakeholder communication are strong, but on-site time helps when the project is politically sensitive or highly cross-functional. Many clients choose a hybrid setup to balance speed and visibility.
Ask for examples of projects with similar complexity, stakeholder mix, and delivery pressure. A good Project Manager can explain how they set scope, handled risks, and kept decisions moving when priorities changed. References, a clear project plan sample, and a direct conversation about how they work are usually more useful than a long CV.
Freelance Project Managers should expect to join quickly, define their own structure, and work with incomplete information at the start. Clients usually want someone who can reduce friction, not create more process. Clear communication, reliable follow-up, and calm escalation handling are what keep the engagement successful.
The average hourly rate for Project Managers in Munich is 107 €, which corresponds to a daily rate of about 859 € based on an 8-hour working day.
Of the freelancers working as Project Managers in Munich, 90% hold at least a Bachelor's degree, 57% hold at least a Master's degree, and 6% hold a doctorate.
On average, freelancers working as Project Managers in Munich have 23 years of professional experience, with a single engagement typically lasting around 3.1 years.
The most common languages among freelancers working as Project Managers in Munich are German (100%), English (96%), and French (27%).
The most common industries among freelancers working as Project Managers in Munich are Information Technology (74%), Professional Services (65%), and Automotive (57%).
The most common business areas among freelancers working as Project Managers in Munich are Project Management (97%), Information Technology (80%), and Operations (69%).
FRATCH Project Managers main locations
Our freelancers and interim experts are at home across the DACH region — available on-site in the major business hubs or fully remote. Choose a location to discover matched specialists, local market insights and up-to-date availability.
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Philipp Thomaschewski
FRATCH CEO
