Projects & Clients
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From Engagement to Enablement

Project List – Agile Transformation

Head of Agile Management Office

Work Assignment
Coaching OKR teams and driving the overarching transformation approach

Scope
7 months
200 heads

Peculiarity
Agile budgeting used as a rationale to realign an ongoing OKR transformation

Establishment and management of an Agile Excellence Centre to realign the ongoing transformation of the central marketing and sales departments towards a common, meaningful goal. For this purpose, the necessary framework conditions were defined, including an objective-funding budgeting process, management coaching, regular exchange formats with the parties authorised to make decisions and much more.

Enterprise Agile Coach

Work Assignment
Initiating and embedding the SAFe Framework (Greenfield Approach)

Scope
12 months
800 heads

Peculiarity
Agile transformation of SAP S4/HANA systems within GxP conditions

The client decided to build a Lean-Digital Core that to predict hospital and patient needs based on data-driven insights (BI). The engagement included the definition of the Agile Ways of working (aWoW) including the documentation in an agile playbook on level of the program management, operationalisation on level of the middle management, and day-to-day support on the level of the Scrum teams. Within the stage of the design phase, User Stories and Epics had defined and been sliced and diced to fit into the sprint-wise approach. Moreover, in the delivery and testing phase, another SAP system (SAP Solution Manager) was introduced to ensure compliant documentation of the testing activities.

Agile Coach

Work Assignment
Agile maturity assessment incl. recommendations for action and implementation of improvements

Scope
1 month
12 heads

Peculiarity
Scrum team consists of onshore, nearshore and offshore staff who originated from 3 time zones

The client aimed to restructure its diagnostic department to increase both data management processes and systems. As being embedded within a broader engagement, the as-is processes within and between were targeted and optimised in order to increase delivery speed and quality. The engagement mandate also included an agile maturity assessment that provided insights into the strengths and weaknesses of the team skills and dynamics. Based on these findings, a series of recommendations for action were defined and implemented. The covered, for instance, an encompassing coaching of the Scrum Master regarding the implementation of agile ceremonies (retrospective vs. sprint review), of the Product Owner regarding user story definition and sizing, and of the management regarding possibilities for further enablement.

OKR Coach

Work Assignment
Supervision of 3 teams (workstreams) and ensuring target achievement

Scope
12 months
64 heads

Peculiarity
Each team was provided by its own organisation

The client had the goal of introducing state-of-the-art technology for the implementation of its services in 2 pilot regions. The background was not only the increasingly strict legal requirements. The client also wanted to gain more information about customer households in order to be able to offer customer contracts and promotions even more individually and to increase sales by >8%. As OKR coach, it was my task to moderate workshops in the overall planning as well as in the daily business, to methodically support the planning and implementation of goals, and to transparently highlight team-specific risks in relation to individual key results or even objectives.

Senior Scrum Master

Work Assignment
Supervision of a Scrum team within a broader engagement of a digital workplace transformation

Scope
12 months
64 heads

Peculiarity
Transformation based on OKR and QBR (Quarterly Business Results)

The client introduced Digital Workplaces in order to provide the staff with an easy-to-use and encompassing (remote) workplace. As part of the mandate as Scrum Master, I facilitated agile ceremonies and removed obstacles. The close cooperation with teams from other departments was an essential part of this engagement (IT infrastructure, network applications, configuration of workplace environments, compliance, and governance framework for remote work, etc.). As of an extension of the original mandate, I got responsibility to guide, coach, and train other Scrum Masters and evolved a personal development paths based on their day-to-day challenges within their respective teams. So, over time, I became the central contact person for new joining Scrum Masters.

Scrum Master

Work Assignment
Support of a specialist team in the design phase of an SAP4/HANA transformation

Scope
9 months
7 heads

Peculiarity
The team was part of an agile-scaled transformation project

The customer’s goal was to realign the business and support processes of its group company and to redesign the organisational structure according to value streams. In this context, it was the task of the Scrum Master role to accompany the specialist team “Data & Analytics” in implementing their tasks according to their own agreements. As Scrum Master, agile ceremonies were planned, moderated and followed up, and impediments were identified and solved according to the agreed possibilities and escalation paths. In addition, improvements identified in the retrospectives were implemented in the sprints, which also included coaching and training tasks.

Trainer

Work Assignment
Enablement of teams within a SAFe Transformation

Scope
4 months
100 heads

Peculiarity
Transformation initiated without prior foundational training

The aim was to expedite digital initiatives through an agile-scaled approach. To achieve this, various training formats were combined, including Blended Learning (fundamental training), Train-The-Trainer sessions (leadership-focused training), and classroom sessions (supplementary training). I planned, conceptualized, implemented, and delivered these trainings both in-person (onsite resources) and remotely through MS Teams (nearshore and offshore resources). The role also involved creating artifacts accessible to all project organization members.

Project List – Digital Transformation

Head of Project Management Office

Work Assignment
Takeover and further development of the PMO of an innovation incubator within the project organisation of the client incl. hiring and development of new employees

Scope
12 months
10 heads

Peculiarity
PMO covered resources from 4 legal entities with different budgets and entity-specific requirements

The client aimed to set up an internal but cross-company Innovation Lab to drive transformation and innovation (state-of-the-art technologies). In this context, a PMO Lead was sought to take on the leadership role as Head of Project Management Office. The mandate of the role has included leading the project teams of the 4 group companies that have jointly provided the resources of the Innovation Lab. In addition to the hiring and technical training of PMO internal staff, the main part of the tasks consisted of reporting the Risks, Financials and OKRs to the Leadership Team. In addition, the role was responsible for the preparation, moderation and technical responsibility for the reported figures of the quarterly SteerCo. In addition, the PMO was continuously developed by improving the cooperation model, the reporting and escalation paths as well as the guidelines for “Good Reporting Standards”.

Senior IT Project Manager

Work Assignment
Connection of the processes and data systems of the international subsidiaries to the parent company within the framework of a digital transformation

Scope
12 months
30 heads

Peculiarity
Subsidiaries engaged the parent company as client and were responsible for the success of the respective project

Triggered by a rebalancing of client’s business strategy, he decided to connect the data management systems (Product Information Management, PIM; Media Asset Management, MAM) and corresponding processes of the globally distributed subsidiaries to the German parent company. He thereby aimed to ensure increased quality and decreased costs of data used for international marketing campaigns. In accordance to the engagement mandate, I received the subsidiaries’ requests which I coordinated, planned, and fulfilled in accordance with the above-mentioned regards. During the project implementation activities, the topics of interface management, data architecture, and process optimisation were of major importance.

Project Portfolio Manager

Work Assignment
Transfer of parts of the business model of a parent company to a newly founded subsidiary

Scope
6 months
350 heads

Peculiarity
Establishment of a project organisation for a temporarily founded subsidiary company

The client has repositioned itself in the field of power generation and transport market and, in the course of this strategic realignment, requested to transfer parts of its business model to a newly founded subsidiary. The assignment included setting up the project organisation following PRINCE II methodology, facilitating management workshops and supervising management reporting, and steering meetings. Part of the daily work also covered the exact definition of the service portfolio as well as the establishment of the “Day1-Readiness” of the subsidiary.

Process Manager (focussed on efficiency)

Work Assignment
Process analysis and optimisation

Scope
2 months
100 heads

Peculiarity
High degree of tacit knowledge and little exchange or formalisation of it

Triggered by a rebalancing of the business strategy, the client decided to connect the data management systems (Product Information Management, PIM; Media Asset Management, MAM) and corresponding processes of the globally distributed subsidiaries to the German parent company. He thereby aimed to ensure increased quality and decreased costs of data used for international marketing campaigns. In accordance to the engagement mandate, I received the subsidiaries’ requests which I coordinated, planned, and fulfilled in accordance with the above-mentioned regards. During the project implementation activities, the topics of interface management, data architecture, and process optimisation were of major importance.

Process Manager (focussed on compliance)

Work Assignment
Analysis of compliance-relevant business processes

Scope
6 months
15 heads

Peculiarity
Involvement of over 10 group companies and over 600 enterprise apps

Due to the high product diversification, the client had challenges in complying with national requirements. As part of a comprehensive mandate, gaps were jointly identified with the Head of Compliance and breaches were properly documented. As of the complexity of the enterprise apps, business process, and affiliated group companies, the engagement was significantly extended while fulfilling the engagement.

Turnaround Manager

Work Assignment
Restructuring of an existing operating model to achieve durable business operations

Scope
3 months
80 heads

Peculiarity

The client requested an investigation of their IT department in order to strengthen the delivery capability and increase the quality of the services provided. As part of the mandate, in-depth interviews were conducted with middle management as well as team members during the exploratory phase and a new Target Operating Model was designed based on the findings (reduction of the app portfolio, change in resource allocation in relation to staff skills, and workload of specific teams, etc.). The changes have been narrowed down and aligned prior being presented in a workshop to kick-off the implementation of these changes.

ITIL Developer

Work Assignment
Establishment and operation of a network monitoring system

Scope
12 months
25 heads

Peculiarity

The client requested the development and operation of a monitoring tool that continuously checks the core services (ITIL) and business apps. The development included the consideration of on-premise or cloud hosting. Due to the complexity of the distributed services and apps, the existing IT infrastructure needed partly to be redesigned and altered in order to increase the resilience of the delivery.

DENKEN. HANDELN.

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