Berlin, Berlin, Germany
Portfolio Management as Head of PMO in the organization (GDE-OE T&T PM Team); under the leading of Head of Customer Solutions & Integrations. This includes all T&T (Transition & Transformation projects) executed by GDE-OE T&T PM Team. • Responsible for leading, coordinating and monitoring performance of all project managers (15+) and supervising all their T&T projects (35+ parallel) in the organization. • Controlling all project tasks and ensuring compliance to all timeframe and resolving all issues according to required project plan, ensuring compliance to all project schedule and supervising all. • Analyzing all teams work performance and ensuring achievement of all objectives within required deadlines and monitoring all system functionality. • Managing complex technical projects and monitoring its successful implementation.
Portfolio Management as Interim Head of PMO in the organization (GDE-OE T&T PM Team); under the leading of Head of CSI. This includes all T&T (Transition & Transformation projects) executed by GDE-OE T&T PM Team. • Responsible for leading, coordinating and monitoring performance of all project managers (15+) and supervising all their T&T projects (35+ parallel) in the organization. • Setting up the project from the start of the request, clarifying the financials, creating Service Agreements if required. • Controlling all project tasks and ensuring compliance to all timeframe and resolving all issues according to required project plan, ensuring compliance to all project schedule and supervising all. • Monitoring and supporting to resolve all issues and projects efficiently and responsible to develop all organizational policies and procedures for all projects. • Analyzing all teams work performance and ensuring achievement of all objectives within required deadlines and monitoring all system functionality. • Resolving all design conflicts and informing all business process owners of all impending risk implications and developing efficient integrated workflow in coordination with project team. • Evaluating all project plan status by identifying and resolving all issues and managing all integrated applications for organization. • Managing complex technical projects and monitoring its successful implementation.
Parallel position with the position of Head of PMO at T-Systems International • Responsible for overall planning, implementation, controlling and risk management of transition and transformation (T&T), strategic and/or IT projects worldwide • End-to-end responsibility for the solution in close collaboration with the relevant departments of delivery and the customer suppliers. • Leading the project, elaborating and implementing the Project Management Plan • Control of international virtual teams • Creating resource plan and staffing the project • Planning, steering and being responsible for the project regarding time, quality and cost; establishing, executing and monitoring back to green plans • Defining an agreed way of change and claiming management within the project; implementing governance and escalation management within the T-Systems and towards customer • Assuring acceptance of project results by the customer and the handover to operation • Guaranteeing effective project management quality gates and the handover to service quality gate
• Coordinating and management for several cross-functional projects in collaboration between finance, sales and sales operations to improve revenue income and cash flow • Project managing creation and implementation of a comprehensive sales incentive system for the company • Responsible as single point of contact for the commission system in terms of target and results data management, policy & process adjustments, monthly performance review • Netsuite ERP system implementation (waterfall method) • Risk management, gap analysis, improvement of approval process in Salesforce
• Being part of the strategic decisions and the implementation for restructuring the Sales Organization (100 ppl.) • Planning and implementing new KPI metrics for top-management and Sales Reps • Coordinating Salesforce projects (end to end) to improve sales revenue (agile method): o Salesforce contract creation and reporting improvements for KPIs o Simplifications in Salesforce for a better user experience • Communication management between developers and sales (agile method)
• Parallel assignment with Process & Project Manager position • Responsible for introducing and connecting a supply management software DTN TABS in Europe (as part of a global project), which controls the customers lifting at site (terminal, refinery, depots) • Project leading for above software implementation (PMI method) with following steps: o Business case and data collection (internal and external stakeholders) o Project planning with quotation request (external) and financial analysis o Proposal to top-management, and full end to end project follow-up o Testing involvement with user experience; Execution of the project with collaboration at Go-Live o Coaching Power Users to implement complex processes in their teams (20-30 ppl.); performance monitoring and close off
• Contributing to the success of the top project manager team in Europe to support the BSC (10-12 multinational project team members located in Europe) • Responsible for the successful implementation of new processes and process changes in the BSC (operations management, finance, customer service) such as: o Planning and executing task migrations (from European BSCs to Budapest BSC) including all project tasks and documentation (PMI method) o The annual SAP upgrade (waterfall method) for BSCs in Europe including coordination, communication management, risk analysis, leading functional tests, performance review after the upgrade o Responsible of leading software development meetings and follow-ups with external sources (Agile method) for a software built for Exxonmobil (ACE)
• Single Point of contact to the team as the technical leader • Supporting projects improving the corporate SAP system and other external systems (ticketing system, terminal entering control system) • Meeting complex KPIs, and counting FTEs to support new project planning
• Assisting and acquiring new foreign customers; Identifying foreign markets