Sebastian H.

Took over the struggling project from internal project management and successfully completed Turnaround Phase 1 (cutover of approx. 1000 servers (VMs)/standard desktops, special desktops).

• Responsible project management for the successful transition Phase 1 (planning within a very short time followed by implementation (very successful with inconspicuous ticket volume)).

• Stakeholder Management - Took over direct (previously daily before cutover) communication with the end customer's Chief Operations Manager in a task force mode. Swiftly rebuilt the previously lost trust and returned the customer relationship to optimal satisfaction.

• Task force mode to eliminate all existing issues/showstoppers before cutover.

• Scope clarification and setup as well as planning of Phase 2 activities (e.g., silo/admin servers).

• Initiated Phase 2 / returned the project to a successful track for the internal project management/line to handle the resolved remaining issues.

• Setup, preparation, and execution of steering committees with V-1 management to coordinate guardrails.

• Moderation of various jour fixes and operational workshops.

• Participation in Lessons Learned with the end customer to address dissatisfaction related to the internal project management (time before my start! Extremely satisfied with my work ☺).

Tools: Atlassian Suite (Confluence/JIRA), MIRO, Sharepoint; MS Office (Powerpoint, Excel, MS Project)

2024-01 – 2024-07

• Project Management/Leadership

• Took over a struggling project (target country Poland) on the critical path from internal project management.

• Scrum approach: Sprint Planning; Sprint Review; Retrospective.

• Supported the Product Owner with backlog refinement and alignment of prioritization and product vision with the business.

• Turnaround Management and temporary leadership of the project.

• Determination of the current status and root cause analysis.

• Definition, alignment, and implementation of necessary corrective measures for the turnaround with IT and Business Management (e.g., scope freeze, prioritization against other initiatives, identification and addressing of resource issues, implementation of stringent planning including dependencies, ...).

• Alignment of migration approach and overarching project planning with system architects and coordination with responsible parties of affected projects.

• Supported the preparation of testing activities with test management, teams, and system architects.

• Created transparency by identifying cross-project dependencies and aligning corrective measures with project managers of other projects as well as internal agile masters.

• Created transparency and stakeholder management through central reporting.

• Setup and implementation of active risk and issue management.

• Status meetings with international business and IT at C-level (including country representatives of Poland).

• Supported the turnaround with subsequent handover to (another) internal project manager for continuation of regular project work.

Tools: Atlassian Suite (Confluence/JIRA), MIRO, Sharepoint; MS Office (Powerpoint, Excel, MS Project)

More than 23 years, confirmed by a variety of written customer references (available upon request) - "hands on" across-industry experience in project work in various roles, such as project manager, high-level PMO, test manager, as well as interim manager, Agile Coach, Epic Owner and Scrum Master in complex, heterogeneous, mostly international and multicultural environments (English C-1). Primary focus on new developments, greenfield, innovation, digitalization, change, and transformation projects.

• Key assets: Comprehensive consulting, conception, coaching/training, implementation in all aspects of effective (agile and/or classic – Scrum/Kanban/SAFE/Prince2) project management. Expert, operational manager in supporting strategic programs, flagship projects, vendor management, as well as in setting up and managing project offices (PMOs). Excerpt from core competencies:

o TURNAROUND MANAGEMENT: Identifying "misalignments" in projects/programs, i.e., determining health status, identifying necessary corrections, defining & initiating measures, implementing measures, tracking to success.

o SERVANT LEADERSHIP: Appreciative orchestration.

o HOLISTIC IMPLEMENTATION: Getting things done! Focus on effectively achieving project goals according to scope without tunnel vision.

o ONE TEAM: Interlinking and harmonizing individual project players into a functioning, motivated team (program, project), including vendor management and distributed team structures (offshore/nearshore/onsite teams).

o STAKEHOLDER MANAGEMENT: Effective expectation management. Bringing stakeholders together to create stable guardrails for the project, communicating at eye level appropriate to the audience, as well as CHANGE MANAGEMENT & COMMUNICATION.

o STRUCTURING: Creating optimally dimensioned, i.e., needs-based, project platforms for effective achievement of project goals.