Profil
Profile Paraschos Pentas
Dipl.-Inform. (FH), M.Sc., MBA, PMP, PMI-ACP, PRINCE2 Practitioner
| | |[pic] |
|First Name: |Paraschos | |
|Surname: |Pentas | |
|Year of Birth: |1974 | |
|Nationality: |German | |
|Telephone: |+49-6081-9859207 | |
|Fax: |+49-6081-9859204 | |
|Mobile: |+49-172-1555995 | |
|Email: |email@ppentas- | |
|Website: | | |
|Address: |Feldstraße 5A | |
| |61273 Wehrheim, Germany | |
Special Knowledge
• Expert in the fields of Time Management, Time Recording (Processes and IT Systems)
Main Service Areas
• Project Management / Program Management (Operative Execution and Consulting)
• Auditing, Assessment and Optimisation of Projects, Programs and Project Portfolios
• Coaching of Project Managers, Project Members and Executives
• Interim Management / Management of Crises Projects / International Project Management
• Agile Project Management / Consulting and Support in the Agile Transformation
• Senior PMO / PMO Leadership / Setup of an Enterprise PMO
• Software Development Projects / IT Migrations / Rollouts / Integrations / Tenders
• Management of IT Projects / Technical Project Management / Subproject Management IT
• Change Management (Organisational and IT) / Requirements Management
Industry Knowledge
IT, Insurance, Financial Services, Bank, Automotive, Energy Management, Pharmaceutical, Aviation, Railway, Public Sector, TV/Media, Telco, Logistics, Smart Home, Publishing, Industrial Automation
Education & Academic Degrees
• Executive MBA [2014], East Asian Management (Univ. of Applied Sciences Bremen)
• M.Sc. in Computer Science [2006] (University of Applied Sciences Darmstadt)
• Diplom-Informatiker (FH) [2003] (University of Applied Sciences Frankfurt)
Professional Certifications
• Project Management Professional (PMP) – PMI
• PMI Agile Certified Practitioner (PMI-ACP) – PMI
• PRINCE2 Practitioner – Axelos
• PRINCE2 Agile Practitioner – Axelos
• PRINCE2 Foundation – Axelos
• Professional Scrum Master I (PSM I) –
• Professional Scrum Product Owner (PSPO I) –
• IREB CPRE, Advanced Level - Requirements Elicitation and Consolidation
• IREB Certified Professional for Requirements Engineering (CPRE), Foundation
• ITIL V3 Foundation – Axelos
Brief Introduction
Senior project, program, and portfolio manager with profound experience in the fields of project management, management consulting, and IT. Project auditor, coach, and crisis manager. Expert in traditional (waterfall) as well as agile project methodologies. International assignments at numerous large companies in various industries and countries. Very broad technological knowledge and expertise in the software industry.
Language Skills
• German: Native speaker
• Greek: Native speaker
• English: Business fluent (Level C2, Cambridge Certificate of Proficiency in English)
• Chinese (Mandarin): Good language skills (Level B2, upper intermediate, HSK4)
• Hungarian, Spanish: Basic knowledge
Overview of Professional Career
|Since 08/2010 Paraschos Pentas Consulting |
|Freelancer (Project Management, IT Consulting, Management Consulting) |
|Project assignments for the following customers: NetCologne, DHL Express Germany GmbH, ZDF (German television broadcaster), AbbVie Deutschland, Daimler|
|AG, Freudenberg Sealing Technologies, Techem Energy Services GmbH, Standard Life Assurance Limited, Fresenius Netcare GmbH, Deutsche Bank AG, Swiss Re,|
|digitalSTROM AG, ZDF, Deutsche Vermögensberatung AG |
|Since 12/2019 Pentas Management Consulting GmbH |
|Founder and Managing Partner – pentas- |
|11/2008 – 06/2010 m2p Consulting GmbH |
|Managing Consultant Technology (Aviation Industry) |
|Project assignments at the following customers: Deutsche Lufthansa AG, Air India NACIL, Airport Berlin Brandenburg International, Lufthansa Cargo AG |
|03/2006 – 09/2008 Capgemini sd&m AG |
|Software Engineer (Software Company) |
|Project assignments at the German Federal Office of Administration, the Swiss Railway SBB |
|04/2002 – 08/2003 BARCO Orthogon AG |
|Software Engineer (Graduate Student, Air Traffic Control Industry) |
|Software development with C/C++ in the domain of air traffic control (radar data exchange) |
|03/2001 – 08/2001 Renishaw plc |
|Software Engineer (International Internship, UK) |
|Conception and implementation of a solution for the automatic testing of a CMM controller in the domain of industrial automation (precision |
|measurement) |
|04/1996 – 10/2000 WM Gruppe/Börsenzeitung |
|Software Engineer / Clerk (Working Student) |
|Participation in various projects as a software developer (C/C++, Visual Basic) |
|Instruction of trainees in the programming languages C/C++ |
|Data entry, verification and cleansing of securities master data and investment funds |
Project Selection (Excerpt)
|Senior Project Manager, Requirements Manager at NetCologne in Cologne (Remote) [2021/22] |
|Topic |Introduction of a time-recording software for the customer in the time management domain. The project covered all phases including an |
| |actual state analysis, a target state definition for the new solution, tendering and product selection, implementation, test, training, |
| |and rollout of the new solution |
|Tasks |Independent conduction of a detailed actual state analysis at the customer, including the analysis of business and technical requirements |
| |as well as the current business processes |
| |Specification, reconciliation and sign-off of all requirements for the new solution in the form of a tender specification as well as |
| |definition of the future processes and architecture |
| |High-level market evaluation and assessment of possible solution approaches |
| |Detailed evaluation of solution candidates in the context of a tendering procedure and management of the bidding process, including |
| |multiple companies. Assessment of the possible solutions on the basis of a systematic selection process using relevant criteria. Creation |
| |of a final report with all results and a product/solution recommendation |
| |Planning and management of the implementation and the test of the new solution in collaboration with the solution provider, including the |
| |rollout of the new software |
| |Support of the customer with the contract negotiations |
| |Creation of a training concept and management of the user trainings for approx. 1000 users |
| |Customer support after the go-live of the new software (Hypercare phase) and assessment of the system introduction during a temporary |
| |parallel operation with the old solution |
| |Project management of all aforementioned activities in collaboration with the customer project lead in a tandem team constellation. |
| |Regular progress reporting to the senior management of the customer, in particular to the heads of HR and the Works Council (steering |
| |committee) |
|Key Words |Telecommunications, Time Recording, Time Tracking, Time Management, HR, HR IT, SAP HCM, Rollout, Project Management, IT Consulting, |
| |Management Consulting, Requirements Management, Requirements Engineering, Actual State Analysis, Business Analysis, Requirements Analysis |
| |and Specification, Target State Definition, Process Optimisation, Tender, Post-Go-Live Support, Works Council, Confluence, UML |
|Senior IT Consultant, Senior Analyst, Project Coordinator at ZDF in Mainz (Remote) [2021] |
|Topic |Conduction of a preliminary study for the customer in the time management domain. The goals of the study included the definition of the |
| |conditions and requirements for the complete analysis and documentation of an overtime billing system (time management system), the |
| |calculation of the effort/cost for the project execution and the creation of a high-level plan for the project execution |
|Tasks |Detailed actual state analysis of the overtime billing system (time management system) on the basis of existing documentation and prior |
| |knowledge of the customer systems and processes |
| |Review and quality assurance of existing documentation within the scope of the current state analysis, e.g. existing business |
| |specifications and system descriptions |
| |Identification and assessment of all potential topics for the project execution and definition of the scope for the future project |
| |execution in close collaboration with the customer |
| |Definition of all necessary framework conditions and requirements for the future project, including existing assumptions, expected |
| |results, and project methodology requirements |
| |Analysis and definition of all work packages for the project |
| |Preparation and moderation of all effort estimations for the defined work packages as well as cost calculation for the project execution |
| |Creation of a high-level plan for the project execution taking into consideration the defined work packages, the effort estimations and |
| |the expected capacities |
| |Co-ordination and moderation of all above activities, documentation of all results, consultation of the customer and regular reporting to |
| |the management of the customer |
|Key Words |Media, Television, TV, Public Service Broadcaster, HR, Time Management, Overtime Billing, Pilot Study, Preliminary Study, Actual State |
| |Analysis, Requirements Analysis, Business Analysis, Requirements Engineering, Planning, Project Planning, Project Management, IT |
| |Consulting, Management Consulting, Quality Assurance, QA, Documentation, Virtual Project |
|Senior IT Consultant, Senior Analyst, Project Coordinator at ZDF in Mainz (Remote) [2020/21] |
|Topic |Conduction of a current status analysis of an existing time-recording system in the time management domain and creation of a detailed |
| |system description for the purpose of a re-tendering for the time-recording system. Planning and coordination of all required project |
| |activities in a purely virtual project |
|Tasks |Conduction of a detailed actual state analysis of the customer’s central time-recording system, including an analysis of the interfaces to|
| |the neighbouring systems in the time management domain (scheduling systems, overtime billing system, HR system, etc.) |
| |Creation of a comprehensive system description of the time-recording system comprising: an overview of the IT system landscape in the time|
| |management domain; currently implemented functional and non-functional requirements; overall architecture (external and internal view); |
| |interfaces; data model and data catalogue; GUI/masks; printouts; error messages; authorisation concept; other system documentation; |
| |contact persons; glossary; future requirements |
| |Preparation and conduction of numerous interviews and workshops, primarily with the responsible system managers / system owners and the |
| |developers in order to determine and specify the aforementioned points. Apart from that, direct analysis of the time-recording system |
| |through own use as well as analysis and assessment of existing documentation |
| |Planning and coordination of all project activities for the above work as well as regular reporting of progress and risks to the |
| |customer’s management |
| |Quality assurance and continuous consultation of the customer based on the insights gained (weak point analysis) and with the regard to |
| |the tender preparation |
| |Systematic application of proven requirements engineering methodologies for the requirements analysis and requirements specification in |
| |the context of the above work. Use of the modelling language UML and the tool Enterprise Architect |
|Key Words |Media, TV, Public Service Broadcaster, Time Recording, Time Tracking, Time Management, Actual State Analysis, System Description, Tender, |
| |Requirements Analysis, Requirements Specification, Requirements Engineering, Business Analysis, IT Consulting, Project Management, |
| |Planning, Project Coordination, Virtual Project, UML, Enterprise Architect, Quality Assurance, QA, Documentation, HR |
|Senior Project Manager at bei AbbVie Deutschland, Ludwigshafen (Remote) [2020] |
|Topic |Development of a software-based reporting solution based on JasperReports (Jaspersoft) for the laboratory information management system |
| |(LIMS) of a pharmaceutical company in a global project setup. Execution of the project in a validation environment (pharmaceutical |
| |technology), based on ServiceNow for the digital workflow management |
|Tasks |Management of an international project in a purely virtual project environment with multiple stakeholders and external companies from the |
| |US, Germany and India across 4 different time zones. Contracted by the research department of an international pharmaceutical company |
| |Takeover of a running project after completion of one phase and review of the current situation |
| |Conduction of lessons learned sessions and interviews with the project team and the stakeholders for the purpose of evaluating the |
| |previous work and to plan the new project phase |
| |Conduction of a kickoff meeting in collaboration with the portfolio management of the customer |
| |Establishment of the project communication procedures, including regular weekly meetings with the IT and the Business Department as well |
| |as regular weekly status meetings with the teams Business Systems Analysis, Technology/Development, and Validation |
| |Creation of a detailed project plan. Moderation of multiple estimation and planning workshops with the project team for the creation of a |
| |common project plan |
| |Continuous progress tracking throughout the project execution phase; Escalation of issues to the portfolio management; Regular reporting |
| |to the steering committee of the project |
| |Consultation of the customer with the regard to the improvement of existing PM processes |
| |Collaboration with the customer PMO and participation in trainings on validation and Clarity |
|Key Words |Pharmaceutical, Pharmaceutical Technology, Validation, LIMS, Laboratory Information Management System, Document Management, DMS, |
| |Reporting, Jaspersoft, JasperReports, Project Management, Consulting, International PM, Virtual Project, PMO, Clarity, MS Project, |
| |ServiceNow, SharePoint |
|Project Management Consultant, Project Auditor, Senior PMO at Daimler, Stuttgart [2018/19] |
|Topic |Replacement of a time management legacy system with an SAP standard solution (SAP HCM). Standardisation and optimisation of all time |
| |management processes as well as centralisation in a Shared Service Center (SSC). Migration and rollout of the new solution at various |
| |customer factories and complete integration into the customer’s IT landscape. Project methodology based on a combination of traditional |
| |and agile approaches (use of Scrum, Kanban) |
|Tasks |Review and assessment of a major customer project, including the project approach and the project governance as well as ongoing direct |
| |consultation of the project steering committee (senior management IT and HR) |
| |Review of the project management processes in the areas integration, scope, schedule, risk, quality, resources, communications, |
| |stakeholder |
| |Assessment of the agile project approach and consultation with regard to optimisation |
| |Assessment and restructuring of the project committees (new project organisation), including communication procedures, reporting, and |
| |escalation mechanisms |
| |Approach: Conduction of interviews with the various project teams; participation in project meetings (project committees) and agile events|
| |(dailies, planning meetings, reviews, retrospectives); analysis of project documentation |
| |Definition of a catalogue of measures and recommendations based on the insights gained from the project assessment. Consultation and |
| |support of the customer in the implementation of the measures |
| |Setup of a central risk management process |
| |Conduction of a comprehensive risk assessment covering all subprojects and project topics. Moderation of subsequent workshops with the |
| |leadership team for the purpose of defining risk response measures and assign risk ownerships |
|Key Words |Automotive, Time Management, Replacement of Legacy System, Shared Service Center, SAP HCM, HR, Process Optimisation, Migration, Rollout, |
| |Integration, Project Audit, Senior PMO, Management Consulting, Project Management, Risk Management, Risk Assessment, Scrum, Kanban |
|Senior Consultant Program Management at Freudenberg Sealing Technologies [2018] |
|Topic |Transition of a warehouse to a new building and with a technological upgrade based on SAP ERP/ EWM. The program scope included the |
| |construction of the new building, the setup of the infrastructure, the implementation of a full automation in the new warehouse (IT and |
| |machines), solutions for labelling, packaging, carrier integration, warehouse management, and the transition management |
|Tasks |Consultation and support of the customer with the setup of a new program for the scope described above. Assignment in the customer PMO |
| |Setup of the program organisation, including all committees and projects. Definition of the central roles and responsibilities for the |
| |individual projects, especially with regard to the respective project manager positions |
| |Definition of the program scope and high-level definition of the individual project scopes |
| |Creation of a plan for the overall program (schedule), including the timelines and main dependencies for all constituent projects. |
| |Conduction of multiple planning workshops with internal and external stakeholders for this purpose |
| |Stakeholder analysis, setup of the program governance, definition of the reporting procedures, and the stakeholder communication |
| |procedures (communication plan) |
| |Risk Management: Identification and first assessment of risks. Definition of mitigation measures and responsibilities for the handling of |
| |identified risks |
| |Estimation of the required overall program budget |
| |Presentation of the program to the executive management of the customer and support with achieving the program approval (organisation, |
| |scope, schedule, budget) |
|Key Words |Logistics, Warehouse Transition, Warehouse Automation, SAP ERP/EWM, Program Management, PMO Consulting, Project Management, International |
| |Project Management, Management Consulting |
|Senior Project Manager at Techem Energy Services GmbH, Frankfurt [2017] |
|Topic |Introduction of a new CRM system and data migration from the legacy system to the new system. An existing ticketing system (Peregrine) was|
| |replaced with BSI CRM, which was integrated with a number of existing internal systems (SAP and other legacy systems). Apart from |
| |ticketing functionality, the new system comprised additional functionality, mainly system-based processes to guide the customer service |
| |team and various other business areas through the system by means of workflows |
|Tasks |Assumption of responsibility for an ongoing crisis project and current state analysis. Restructuring of the project organisation and the |
| |project governance. Change of the overall project methodology from agile to traditional with agile elements, based on Scrum |
| |Creation of an integrated project plan, including replanning of the migration |
| |Project staffing based to the roles from the project plan, including key positions (test manager, infrastructure coordinator, technical |
| |migration coordinator, and tester). Acquisition of internal and external resources for the project, including creation of skills profiles |
| |and conduction of interviews |
| |Project management of a 40-people team with multiple subprojects / work streams and an external company as well as continuous monitoring |
| |and controlling of the progress |
| |Continuous stakeholder management, incl. the CEO, senior management, PMO, works council, other projects. Regular conduction of steering |
| |committee sessions with the executive management |
| |Establishment and direction of a task force for the stabilization of the total system as well as daily progress reporting to the CEO |
| |Establishment of a change management process for the overall project and a change control board with weekly meetings to enable a |
| |controlled decision-making regarding change requests |
| |Establishment of a systematic risk management and weekly risk review meetings with all the stream leads. Application of mitigation |
| |measures, including escalations to the senior management |
| |Creation of a lessons learned documentation for the project, including concrete current and future measures |
|Key Words |Energy Management, CRM Introduction, BSI CRM, Migration, Integration, Process Optimisation, Peregrine Ticketing System (HP), SAP, |
| |Replacement of Legacy System, Project Management, Scrum, Task Force, Crisis Project, Change Management, Risk Management, Stakeholder |
| |Management |
|Senior Project Manager / Multi-Project Manager at Standard Life Assurance Ltd [2016/17] |
|Topic |Management of multiple projects within a transformation program of the customer relationships department. The key focus areas of the |
| |program were automation, digitisation, and cost reduction |
|Tasks |Classic project management in an international environment, including the customer locations in the UK and Germany. Among others, |
| |responsible for the following projects in the role of the project manager: |
| |Captiva Automation: Implementation of a pilot for automatic text recognition based on the software Captiva. International tender with |
| |participation of companies from Germany, the UK, and India. Management of the overall project, including the external company that |
| |developed the pilot as a proof of concept. Assessment and presentation of the pilot results to the senior management |
| |New Digital Contact Center: Replacement of the current telephony solution (hardware and software) in the Call Center of the customer by a |
| |new cloud-based solution. Coordination of a large number of stakeholders, including the external telecommunication provider of the new |
| |telephony solution. Support of the customer with the process optimisation in the call center |
| |Optimisation of Multi-Channel-Sales: Investigation of the inbound customer and broker communication through the channels phone, mail, |
| |email, fax, Internet, Extranet, including a calculation of the costs per channel. Optimisation of the channel allocation per demand type |
| |via automation and self service capabilities with the goal of increasing efficiency and reducing costs |
| |Captiva Upgrade: Analysis of the upgrade of the Captiva software in collaboration with the parent company from the UK. Creation of a |
| |migration concept for the upgrade, calculation of the migration and maintenance costs. Assessment of risks and definition of measures |
|Key Words |Insurance, Digitisation, Transformation, Automation, Cost Reduction, Tender, Project Management, Multi-Project Management, International |
| |Project Management, Captiva, OCR, Text Recognition, Pilot, Proof of Concept (PoC), Document Management, DMS, Workflow Management, Content |
| |Management, Call Center, Telephony, Process Optimisation, Multi-Channel-Sales |
|Senior Project Manager, Senior PMO at Fresenius Netcare GmbH in Bad Homburg [2016] |
|Topic |Global migration from IBM Lotus Notes to Microsoft Office 365 in 72 countries and for ca. 80.000 users. The purpose of the project was the|
| |assessment and approval of the undertaking, as part of an overall migration program. 2 external companies were contracted to carry out the|
| |work and were managed by a PMO. The project scope included: Current state analysis, high-level concept and target architecture, planning |
| |of the overall migration, business case, risk assessment, calculation of migration costs and savings, contract preparation, license |
| |negotiations, management of program approval |
|Tasks |Project Management in a PMO that was set up for the overall migration program. Responsible for the following tasks: |
| |Coordination and controlling of the two external providers with respect to scope, quality, time, and costs |
| |Coordination of requirements and deliverables (scope) with the 2 contracted companies |
| |Definition of work streams and activities as well as creation and continuous maintenance of project plans using MS Project |
| |Stakeholder identification and continuous stakeholder management |
| |Risk Management |
| |Creation of effort estimations and monitoring of running project costs |
| |Composition of proposals for the client’s internal customers (Fresenius Kabi and FMC) |
| |Participation in technical workshops as well as definition, delegation, and monitoring of task for the project members using MS SharePoint|
| |Creation of project documentation, such as minutes, project brief, decisions, open issues, etc. |
| |Project reporting: Organisation and moderation of the regular project jour fixe |
| |Quality assurance by means of reviews of various documents and work results |
| |Onboarding of new project staff |
| |Creation of various presentations for the project using MS PowerPoint |
|Key Words |Pharmaceutical, Migration, Microsoft Office 365, Cloud, IBM Lotus Notes, Program Management, Project Management, Senior PMO, Provider |
| |Management, Vendor Mgmt., Controlling, Infrastructure |
|Senior Project Manager, Senior IT Consultant, Requirements Manager at Swiss Re [2014/15] |
|Topic |International tender project for the global introduction of a company-wide software platform for the integration of various external |
| |information providers. The aggregation platform served as a central information hub for 11.000 users worldwide (via GUI/Portal) and for |
| |business applications (via API), offering a uniform access to a wide range of information. The list of external information providers |
| |included Dow Jones, Bureau van Dijk, A.M. Best, Axco, Standard & Poor’s, Bloomberg, Thomson Reuters, LexisNexis, Conning, SNL as well as a|
| |variety of social media |
|Tasks |Project management in a global environment (Switzerland, USA, UK, India). Planning and controlling of all activities on-site in Zürich and|
| |management of a distributed team |
| |Comprehensive stakeholder management of numerous customer areas and external companies |
| |Continuous consultation of the customer, including the senior management, various business departments, and IT experts |
| |Coordination and conduction of a comprehensive study (current status analysis) that provided the basis for the overall project. Moderation|
| |of numerous workshops with business and IT experts. Composition of a final report with all results, covering 20 systems and over 50 |
| |interfaces |
| |Requirements analysis and specification of the new software platform. Based on that, composition of the tender documents (RFI and RFP |
| |documents) and of an architecture blueprint for the future solution |
| |Coordination of the tender process with the external providers. Management of 12 different potential vendors worldwide using a structured |
| |multi-stage process |
| |Systematic evaluation of the submitted tenders on the basis of the requirements as well as final vendor selection using a detailed scoring|
| |procedure and the assessment of proof of concept implementations for the solution from the 2 favoured providers |
|Key Words |Reinsurance, International Project Management, Tender, Stakeholder Management, Study, Proof of Concept (PoC), Information Platform, |
| |Information Hub, Information Research, Integration, Requirements Management, Requirements Engineering, Provider Management, Vendor |
| |Management |
|Senior IT Consultant, Senior Analyst, Project Coordinator at ZDF in Mainz [2012/13] |
|Topic |Conduction of a current status analysis of a mainframe application in the time management domain (scheduling, time registration, overtime |
| |billing). Creation of a comprehensive documentation with all results. The project was the first phase of a subsequent host migration and |
| |the analysis included multiple applications within the customer’s IT-landscape. The final documentation was used for tendering the |
| |successor system |
|Tasks |Analysis of the overtime billing application on the IBM mainframe, including a variety of interfaces to other applications both mainframe |
| |applications and external client-server applications |
| |The project approach was based on: the conduction of structured interviews with the system owners, the business department, and the |
| |developers; a detailed analysis of existing documentation; a source code analysis of the host modules |
| |Composition of a more than 400-page result documentation consisting of: overview of the current state time management IT landscape; |
| |implemented requirements; high-level process flows and detailed flows from the source code analysis; set of rules; data catalogue; |
| |exception handling and error messages; glossary; specification of all interfaces; current authorisation concept; quantity structure |
| |(current and future); weak-point analysis current system; future requirements |
| |Coordination and moderation of all workshops with the abovementioned stakeholders |
| |Coordination of the source code analysis of the COBOL modules, as well as coordination of QA measures (reviews) for the created |
| |documentation |
| |Support of the customer in the planning of the overall multi-year host migration project. Creation of a detailed project plan with all |
| |phases |
| |Regular status reporting to the customer’s senior management, as well as initiation of required steering activities for successful project|
| |completion |
|Key Words |Media, Television, TV, Public Service Broadcaster, HR, Time Management, Overtime Billing, Legacy System, Host Replacement, IBM Host, |
| |COBOL, Actual State Analysis, Creation of Tender Documentation, Tender, Migration, Project Management, Planning, Requirements Engineering,|
| |UML |
|Multi-Project Manager, IT Consultant, CR Coordinator, Requirements Eng. at DVAG [2011/12] |
|Topic |Work on the following projects and topics for the customer, partly in parallel: |
| |Further development of the customer’s online system (CRM system) for the external sales staff in the role of the CR coordinator and |
| |requirements engineer. Agile development process |
| |Management of a cross-functional project for the restructuring of the login and emergency processes of the customer’s online system, |
| |including the prior specification of the solution |
| |Management of a cross-functional project for the rollout of a new iPhone-application in the security domain for the external sales staff |
| |of the customer. Prior specification of the solution as well as coordination of the development by an external company |
| |Introduction of a knowledge management system for the customer service department (call center). Customer consultation, requirements |
| |prioritisation and evaluation for the product selection |
| |Introduction of a cloud-computing software at the customer in the role of the requirements engineer. Requirements analysis and |
| |specification of an iPad-App that was used as a client for the cloud-solution. Agile software development project, based on Scrum |
|Tasks |Management of various projects, as described above, including total stakeholder management |
| |Requirements analysis and specification in coordination with the external sales staff, the business department, the IT-department, and |
| |external providers |
| |Coordination of change requests for the further development of the customer’s online system and creation of effort estimations |
| |Creation of high-level concepts and detailed specification |
| |Quality Assurance: Review of various concepts, support of QA staff during software testing, execution of tests and documentation of test |
| |results and solutions |
| |Consultation of the customer with regard to optimising existing processes within the IT-department. Consultation in tender for selection |
| |of knowledge management system |
|Key Words |Insurance, Bank, Financial Services, Investment Consulting, Project Management, Multi-Project Management, CR Coordination, Requirements |
| |Engineering, Knowledge Management, Sales, Sales Representatives, Tender, Call Center, Cloud, Agile, Scrum, App Development, iPhone, iPad, |
| |CRM |
|System Analyst, IT Consultant at Deutsche Lufthansa AG, Frankfurt [2009/10] |
|Topic |Migration and modernisation of an existing crew management IT system landscape, which covered all phases of the crew planning process |
| |(pairing & rostering) as well as the handling of crew master data. The implementation of the new integrated system was done by 2 external |
| |companies. The scope of the project included a step-wise replacement of the mainframe applications over a multi-year period. International|
| |project environment with companies from Germany, Sweden, and the US |
|Tasks |Analysis of the present IT system landscape with a special focus on the interfaces among the involved systems, including numerous |
| |mainframe, decentralised and portal systems |
| |Continuously in charge of around 40 different IT interfaces to be migrated, both from a subject-specific viewpoint and with regard to the |
| |coordination of the work (stakeholder management). Regular status reporting to the overall IT project manager |
| |Conduction and moderation of interviews and requirements workshops with the customer’s system owners, the operators of the existing |
| |IT-systems, and the two external vendors |
| |Responsible for the coordination and fulfilment of the customer’s provisions/obligations towards the external vendors, in particular by |
| |means of providing information about the current interfaces, after conducting the actual state analysis |
| |Controlling and quality assurance of the vendors’ work and deliverables (usually detailed technical specifications), including |
| |coordination of reviews by the customer’s system owners and system operators as well as escalation of topics to the overall IT project |
| |manager |
| |Design of possible solutions for the interfaces of the future system |
| |Regular participation in risk status meetings for the review of project risks and the definition of counter measures |
|Key Words |Aviation, Airline, Migration, Crew Management, Host Replacement, UNISYS Host, Stakeholder Management, Actual State Analysis, Interface |
| |Analysis, Requirements Engineering, Controlling, Provider Management, Vendor Management, Quality Assurance, International Project |
| |Management |
|Project Manager and Management Consultant at Air India NACIL in Mumbai, India [2009] |
|Topic |International tender project for IT systems for the implementation of a company-wide Integrated Operations Control Centre (IOCC) at a |
| |major Indian airline. Apart from the tendering of the required IT systems, the project scope included major organisational changes within |
| |the airline after a merger. This organisational transformation was based on the insights gained from a detailed evaluation of the customer|
| |processes (actual state analysis) |
|Tasks |Project management in an international environment (India and Germany). Management of Indian staff in Mumbai and the German colleagues in |
| |Frankfurt |
| |Continuous management of a large number of project stakeholders in India in a very complex and dynamic environment (post-merger situation)|
| |Conduction of more than 20 interviews with the customer’s top management (including the Chairman) for the purpose of capturing the |
| |customer’s strategic requirements. Creation of a Business Vision Report document with all results and as a guideline for the overall |
| |project |
| |Conduction and moderation of more than 30 workshops with the customer’s business experts representing 11 different process areas. |
| |Documentation of the existing business processes and review of the results in coordination with the own aviation experts from Germany |
| |Composition of findings and issues based on the business process analysis as well as preparation and presentation of recommendations and |
| |quick wins for process optimisations to the customer’s top management |
| |Specification of the requirements for the new integrated IT systems of the airline (creation of tender documentation for the IT part) |
| |Participation in the creation of the remaining tender / RFP documents and management of the tender process, including evaluation of bids |
| |and vendor selection |
|Key Words |Aviation, Airline, Project Management, International Project Management, Management Consulting, Strategy, Tender, Operations Control |
| |Centre (OCC), IOCC, Post Merger, Stakeholder Management, Process Analysis, Process Optimisation, Creation of Tender Documentation, |
| |Requirements Engineering, Change Management |
|IT Consultant, Software Architect at the Airport Berlin Brandenburg International, Berlin [2009] |
|Topic |For the operation of a new airport, all required IT systems for airport traffic control were published in a tender during this project. |
| |The project scope comprised an analysis of the present IT systems at the existing airport, the creation of all tendering documents, |
| |including a detailed blueprint for the future integrated IT architecture, as well as the management of the whole tendering process. Due to|
| |the crisis situation, the assignment was fulfilled in a task force mode |
|Tasks |Analysis of the existing landscape of IT systems at the airport. For this purpose, about 20 interviews with various system experts of the |
| |customer were conducted and existing documentation was evaluated |
| |Specification of functional and non-functional requirements for the new IT systems in coordination with the customer and by making use of |
| |the requirements and modelling tool ARCWAY Cockpit |
| |Creation of a comprehensive concept for the IT architecture (blueprint) of the new traffic control system as a part of the tender |
| |documentation. A special focus was on the Enterprise Service Bus as the central component of this architecture. Detailed specification of |
| |all systems and interfaces involved in the architecture concept |
| |Creation of all required tendering documents by using the requirements specified in the tool ARCWAY Cockpit, the IT-architecture blueprint|
| |as well as additional customer guidelines and regulations |
| |Support with the management of the overall tender process, e.g. organization and moderation of bidder conferences at the airport, |
| |coordination of vendor activities, coordination of tender document creation |
|Key Words |Aviation, Airport, Traffic Control Airport, Task Force, Tender, Project Management, Actual State Analysis, Creation of Tender |
| |Documentation, Requirements Engineering, IT Architecture, Architecture Concept, Service-Oriented Architectures (SOA), Enterprise Service |
| |Bus (ESB) |
|Senior IT Consultant, Test and Rollout Manager at Lufthansa Cargo AG, Kelsterbach [2008/09] |
|Topic |The purpose of the project was the launch of a new, Web-based software solution for virtual telephony (“Web-ACD”) at different sales |
| |locations of a major German cargo airline. The whole project was part of a larger program to restructure the customer’s sales strategy. |
| |The rollout of the new solution took place successively at the different sales locations of the customer |
|Tasks |Composition of an operational and emergency concept for the launch of the Web-ACD system taking into account the existing business |
| |processes at the different sales locations of the customer. For this purpose, an initial current state analysis was conducted |
| |Composition of a specific system documentation of the new software for submission to the client’s works council (background: worker |
| |participation regulations). The requirements for this documentation were clarified beforehand with the works council |
| |Coordination and support of the rollout of the new software at several customer sales locations (Düsseldorf, Kelsterbach). The |
| |coordination involved the external telecommunications provider of the telephony infrastructure who also developed the Web-ACD software |
| |Planning of tests for the telephony solution as well as test execution in collaboration with the sales staff. A special focus was on the |
| |emergency scenarios used in the event of problems, such as failure of one location and application of rules for switching to another |
| |location |
| |Training of sales staff at the locations Düsseldorf and Kelsterbach during the rollout of the new telephony software |
| |Support of sales staff after the rollout with the use of the software, including troubleshooting during system operation |
|Key Words |Aviation, Airline, Logistics, Sales, Call Center, Telephony, Telecommunications, Web ACD, Cloud, Automatic Call Distribution, Rollout, |
| |Project Management, Provider Management, Test Management, Actual State Analysis, Conception, Operational Concept, Emergency Concept, Works|
| |Council, Worker Participation, Training, Operational Support |
|Software Engineer, IT Consultant at German Federal Office of Administration (BVA) [2007/08] |
|Topic |Within the scope of the overall project AZR/VISA the contractor (software company) was assigned the task of maintaining and further |
| |developing the customer’s IT systems. The purpose of this subproject was the maintenance of the customer’s existing software systems on |
| |the basis of a five-year contract. This comprised both bug fixing and the addition of new functionality to the software systems |
|Tasks |Maintenance and further development of a complex workflow application using a variety of different technologies, systems, and tools |
| |Fixing of software errors |
| |Communication with the customer’s business and IT departments for the purpose of discussing and clarifying change requests |
| |Analysis of customer change requests and reproduction of business scenarios with the software |
| |Composition of change request documents and effort estimations as a basis for the creation of proposal documents for the changes |
| |Conception, implementation, and testing of the solutions |
| |Specification of functional test scenarios by using the test framework STF/FIT as well as automation of test execution |
| |Support of teams of other subprojects within the overall project AZR/VISA, which were using the maintained software systems |
|Key Words |Government, Public Sector, Public Adiministration, Software Development, Software Maintenance, AZR, Central Register for Foreigners, VISA,|
| |Visa Procedure, CR Coordination, Requirements Analysis, Conception, Implementation, Test, Test Specification, Test Automation, Java, |
| |Eclipse, IBM WebSphere, Borland Application Server, Apache Webserver, Tomcat, Swing, Operating Systems SuSE Linux and MS Windows, Host |
| |BS2000, LDAP, Oracle, Scarab, Test Framework STF/FIT, Sparx Enterprise Architect, UML |
|Business Analyst at Swiss Railway SBB in Bern, Switzerland [2007] |
|Topic |The purpose of the project was the specification and development of a software system for the sales of railway tickets for international |
| |passenger transport. The system integrated national ticket service providers of multiple countries and made use of a variety of sales |
| |channels, including the Web shop and the sales outlets of the customer. The main task of the contracted software company was the |
| |functional specification of the solution. The development was done in mixed teams (customer and various vendors). Agile software |
| |development process, using Extreme Programming |
|Tasks |Requirements analysis and requirements specification in close collaboration with the customer’s business department. Documentation of the |
| |requirements by means of UML use cases. Since the implementation had begun prior to the conception of the solution, some requirements had |
| |to be elicited through reverse engineering |
| |Preparation and moderation of multiple workshops with functional and technical experts of the customer |
| |Composition of a comprehensive functional specification for the solution in a team, using the CASE tool Borland Together and the UML |
| |Conception and implementation of a mechanism for automatic content generation from the CASE tool Together for the whole specification team|
| |Support of the quality assurance team in the specification of functional test scenarios and the creation of test data |
| |Definition of a review process for the work results of all business analysts and management of the reviews (organisation and leadership) |
|Key Words |Railway, International Passenger Transport, Ticket Service Providers, Web Shop, Online Store, Business Analysis, Requirements Analysis, |
| |Requirements Specification, Functional Specification, Requirements Engineering, Test Specification, UML, CASE Tool, Document Generation, |
| |Borland Together, Agile, Extreme Programming |
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