Manfred Steinhofer

• Phase I (AS-IS Analysis): Detailed analysis of the existing BI infrastructure (technology and business perspective); evaluation of existing use cases and their migration to the VDP platform (DataBricks/Data Lake).

• Phase II (Setup SMO for VIF & VDP Environment): Setup and responsibility for the SMO for the VIF and VDP platform (Data & Analytics) including TOM/RACI, SLAs/OLAs, ServiceNow "Single Front Door", KPI/CSI, and Incident/Request/Change/Problem Management.

• Phase III (Transition Management): Management of the migration of existing BI use cases (VIF) to the new VDP platform (DataBricks/Data Lake), including onboarding, hypercare, and handover to operations.

• Phase I (Day-One): Technical project management within the carve-out project with a focus on ERP systems, particularly SAP ERP, SAP BW, SAP B1, and similar systems like QlikSense, SAP HCM, SuccessFactors, Salesforce, PLM, and MES.

• Creation of the detailed project plan for the execution of the presented project scope.

• Definition of milestones and their monitoring and adherence.

• Monitoring of project progress and adjustment of the plan as needed and in case of changes during the project.

• Coordination of various technical sub-projects without dedicated project management resources (line organization).

• Ensuring goal congruence and efficiency in all sub-projects within the "IT" stream.

• Regular status reviews and reporting for each sub-project.

• Identification and involvement of relevant stakeholders.

• Communication with stakeholders to ensure their needs and expectations.

• Identification of potential risks.

• Development and implementation of risk mitigation strategies.

• Ensuring compliance with quality standards in all project phases.

• Coordination of technical interfaces and system dependencies.

• Ensuring technical compatibility and integration.

• Promotion and coordination of decision-making on technical and organizational issues.

• Creation and maintenance of project documentation and regular reporting to management.

• Cut-over management for tools and methods for corporate transformation and reorganization across the entire business area.

• Independent planning and responsibility for cut-over activities in collaboration with individual work areas and countries.

• Creation of a cut-over rule set for individual activities (status, milestones, tracking, issue logs, etc.).

• Preparation of cut-over reports and regular reports to the steering committee.

• Participation and preparation of regular progress meetings with individual workstreams.

• Progress tracking and risk monitoring for topic- and country-specific activities within the carve-out.