It looks like you are in United States.
Would you like to go to https://onsiter.com/us/ instead?
Would you like to go to https://onsiter.com/us/ instead?
Might be available
(Updated 2022-02-15)Interim Senior Project Manager
Copenhagen, Denmark
Native Danish, Fluent English, Intermediate Norwegian Nynorsk
- SCRUM certified
- PRINCE 2 Certified
- Business oriented IT project manager
Skills (64)
Coach
leder
BUDGET
IT
PROJECT MANAGER
Agile
Scrum
IT Project Management
B2C
Vendor Management
program
SELF MOTIVATED
TEAM LEAD
Product Owner
MICROSOFT PROJECT
PMO
PROJEKTLEDARE
Projektleder
TRANSLATE
ANALYSE
Erfaren
Manager
Project
BUSINESS CASES
Transformation
Prince2 certified
REALTIME
Risk Management
PROGRAM MANAGER
Project Management
STEERING
IT Project Manager
Project Management
PRINCE2
CX
INTEGRATOR
Change Management
BUDGETS
Ekonomisk uppföljning
Senior
BUSINESS CONSULTANT
IPMA
MS PROJECT
EDI integrations
POINT OF SALE
COACHING
SERVICE DESK
XML
LEAN
PMI
PMP
INTEGRATION
PUMPS
TRADING
POS
DOCUMENTATION
PETROLEUM
REBUILD
COLLECTION
ORDERING
MAINTENANCE
FIELD SERVICES
CMMI
GILBARCO
Professional Experience
Program and project manager
Almindelig Brand Forsikring
2020-01 - 2021-01
Delivery, implementation and stakeholder manager Description Program/ Project: Administrative organization changes, after Sales of AB Bank the integrations, transformation, software development, core PM; Working with agile approaches: Core project management roles, leading the program and projects through unknown paths, from scope settings to go-live of the new reorganized administrative organization structures and their employees.
1. Automation of updating the HR system, with reporting's from 180 leaders 2. Collection of data for the organizational structure. Creating hierarchies.
3. Developed Automation and Integration of several business systems to Omada, AD and Azure AD, Salesforce, Economic systems, Intranet, office 365 4. Go live with other significant changes to Salesforce / Focus and the integrated systems.
5. Major work on go-live release for all platforms and systems.
6. Worked out a plan for further automatization of the integrations 7. Prepare for integration to a new HR system Optimization of integration of HR systems to Jira and Service Desk Moving ordering of access rights, equipment, phones, tablets and more to an automated and integrated solution. Rather than the Service Desk, all leaders entered and monitored ordering, delivering, and handing over processes. In the new setup, the Service Desk only need to approve, monitor and secure equipment within Jira.
1. Scoping the project 2. Design of the To-Be solution. Mapping Working process, information flow and equipment flow.
3. Design of Epics and User Stories for execution 4. Lead through the process of maturing the process and develop the integration between systems Project 2 Client Simcorp A/S
1. Automation of updating the HR system, with reporting's from 180 leaders 2. Collection of data for the organizational structure. Creating hierarchies.
3. Developed Automation and Integration of several business systems to Omada, AD and Azure AD, Salesforce, Economic systems, Intranet, office 365 4. Go live with other significant changes to Salesforce / Focus and the integrated systems.
5. Major work on go-live release for all platforms and systems.
6. Worked out a plan for further automatization of the integrations 7. Prepare for integration to a new HR system Optimization of integration of HR systems to Jira and Service Desk Moving ordering of access rights, equipment, phones, tablets and more to an automated and integrated solution. Rather than the Service Desk, all leaders entered and monitored ordering, delivering, and handing over processes. In the new setup, the Service Desk only need to approve, monitor and secure equipment within Jira.
1. Scoping the project 2. Design of the To-Be solution. Mapping Working process, information flow and equipment flow.
3. Design of Epics and User Stories for execution 4. Lead through the process of maturing the process and develop the integration between systems Project 2 Client Simcorp A/S
Project manager
Simcorp A/S
2019-01 - 2020-01
Delivery, implementation and in and external stakeholder manager Description Successfully onboarded, integrated an acquired former business partner, i.e. the business and its' staff, also moving and transforming the infrastructure and the used IT Platforms.
1. The program consisted of onboarding and relocating employees and equipment in close collaboration with sales, strategy, support, product, development, and application departments in SimCorp.
2. The consultant extracted client, pipeline and order data and merged them into Simcorp's systems. Finally, he concluded with introductions and education for the new employees.
3. Together with two project managers and directors, the consultant uncovered the former partners' hardware, development environment, tools and processes, product and business applications, revealed data including references and structure and moved and integrated the data to SimCorp on multiple business platforms.
4. Lars took leadership in installing new equipment, expanding SimCorp Clouds and transforming the infrastructure.
5. Change management: The consultant was the lead and driver of the information and change management throughout the partner sites, departments and staff and SimCorp directors and managers for an optimal smooth implementation.
Project 3
1. The program consisted of onboarding and relocating employees and equipment in close collaboration with sales, strategy, support, product, development, and application departments in SimCorp.
2. The consultant extracted client, pipeline and order data and merged them into Simcorp's systems. Finally, he concluded with introductions and education for the new employees.
3. Together with two project managers and directors, the consultant uncovered the former partners' hardware, development environment, tools and processes, product and business applications, revealed data including references and structure and moved and integrated the data to SimCorp on multiple business platforms.
4. Lars took leadership in installing new equipment, expanding SimCorp Clouds and transforming the infrastructure.
5. Change management: The consultant was the lead and driver of the information and change management throughout the partner sites, departments and staff and SimCorp directors and managers for an optimal smooth implementation.
Project 3
Project and Vendor Manager
DSB
2019-01 - 2019-01
Delivery, Vendor, implementation and stakeholder manager Description Backend implementation of business rules, filtering data, generating queues from real-time planning systems and applications, and real-time messaging of data from trains and tracks to business systems. Oracle middleware logic to handle data feed to systems, applications, platform monitors, applications like Rejseplanen.dk, DinStation.dk and much more.
• Core project manager tasks • Stakeholder management • Requirement Management towards the internal Business organization and IT team as well as to external vendors • Planning and Risk Management • Communication and reporting.
• Secure Business and Technical designs Project: Implementation and transition of the time registration system and integration to DSBs' SAP HR and SAP payroll system.
• Stakeholder management • Requirement Management towards the internal Business organization and IT team as well as to external vendors • Planning, Risk Management, communication and reporting.
• Secure Business and Technical designs Other Projects at DSB: A: Upgrade and rebuild the backend for rejseplanen.dk, chatbot for S-Tog and "Train-Busses".
B: Backend and Middleware implementation of delay communication from train drivers. Integration of data to several services and business applications within DSB and Bane Danmark Used tools from SAFe Agile methodologies, Jira & Jira Confluence Project 4
• Core project manager tasks • Stakeholder management • Requirement Management towards the internal Business organization and IT team as well as to external vendors • Planning and Risk Management • Communication and reporting.
• Secure Business and Technical designs Project: Implementation and transition of the time registration system and integration to DSBs' SAP HR and SAP payroll system.
• Stakeholder management • Requirement Management towards the internal Business organization and IT team as well as to external vendors • Planning, Risk Management, communication and reporting.
• Secure Business and Technical designs Other Projects at DSB: A: Upgrade and rebuild the backend for rejseplanen.dk, chatbot for S-Tog and "Train-Busses".
B: Backend and Middleware implementation of delay communication from train drivers. Integration of data to several services and business applications within DSB and Bane Danmark Used tools from SAFe Agile methodologies, Jira & Jira Confluence Project 4
Program & Transformation Manager
Falck
2018-01 - 2019-01
Delivery, Vendor, implementation and stakeholder manager Description In collaboration with their new partner, HCL, Falck IT executed the strategic decision on the organization's outsourcing of service, support and operation of infrastructure and applications and completed the transition and transformation at all US sites.
In this program, he successfully took the lead and managed deliveries from five technical workstreams, which the technical IT project managers mainly drove.
1. Establishing a service desk for all US sites - The team collected information on equipment and applications, migrated the AD, created the Service Desk with the collected data, and finally tested and commissioned at HCL. In parallel, the team conducted knowledge transfer of Service Desk insights site field services.
2. Migration of Servers for HCL to take over operations and service. We Build a data server center in Denver to service US sites. This includes working with security deliveries across the sites and to the DC. The HCL team built the DC from scratch in collaboration with Falck's' project manager and experts, as well as a US telecommunications company 3. Establishing security and network infrastructure in the US and across to Denmark and Sweden. The HCL team built the DC from scratch in collaboration with Falck's project manager and experts, as well as a US telecommunications company 4. Deployment of standard security, MS office, finance and HR system, operational specific applications.
5. Assessment and relocation of old local servers to Azure or the Denver Datacenter.
Project 5
In this program, he successfully took the lead and managed deliveries from five technical workstreams, which the technical IT project managers mainly drove.
1. Establishing a service desk for all US sites - The team collected information on equipment and applications, migrated the AD, created the Service Desk with the collected data, and finally tested and commissioned at HCL. In parallel, the team conducted knowledge transfer of Service Desk insights site field services.
2. Migration of Servers for HCL to take over operations and service. We Build a data server center in Denver to service US sites. This includes working with security deliveries across the sites and to the DC. The HCL team built the DC from scratch in collaboration with Falck's' project manager and experts, as well as a US telecommunications company 3. Establishing security and network infrastructure in the US and across to Denmark and Sweden. The HCL team built the DC from scratch in collaboration with Falck's project manager and experts, as well as a US telecommunications company 4. Deployment of standard security, MS office, finance and HR system, operational specific applications.
5. Assessment and relocation of old local servers to Azure or the Denver Datacenter.
Project 5
Program and Project Lead
IBM
2018-01 - 2018-01
Client Tech Mahindra Period 2018 Role Program and Project Lead Delivery, Vendor & Customer, implementation and stakeholder manager Description Retransfer of Services to KMD (IBM).
The consultant executed and fulfilled the retransfer contract to full completion so that service and infrastructure were moved back to KMD and handed over to the new subcontractor IBM. The retransfer included the operations in both India and Denmark.
• SPOC to IBM and KMD • The consultant ensured the project budget and contract management.
• Conducting of day to day planning, process and task facilitation, problem handling, risk management.
• The consultant ensured the processes and activities, and deliveries within Tech Mahindra Denmark and India.
• Separated networks, moved to KMD and took the lead working out the transition and the related security issues and changes.
• Worked in close cooperation with KMD and IBM program board and Tech Mahindra senior management and directors.
• Conducted a Program Lead role as a business SPOC to IBM and KMD and stakeholder management for all involved parties.
• Communication and reporting.
• Actively ensured close corporation with the Migration Team Project 6
The consultant executed and fulfilled the retransfer contract to full completion so that service and infrastructure were moved back to KMD and handed over to the new subcontractor IBM. The retransfer included the operations in both India and Denmark.
• SPOC to IBM and KMD • The consultant ensured the project budget and contract management.
• Conducting of day to day planning, process and task facilitation, problem handling, risk management.
• The consultant ensured the processes and activities, and deliveries within Tech Mahindra Denmark and India.
• Separated networks, moved to KMD and took the lead working out the transition and the related security issues and changes.
• Worked in close cooperation with KMD and IBM program board and Tech Mahindra senior management and directors.
• Conducted a Program Lead role as a business SPOC to IBM and KMD and stakeholder management for all involved parties.
• Communication and reporting.
• Actively ensured close corporation with the Migration Team Project 6
Project Manager
SpecSavers Nordic
2017-01 - 2018-01
Delivery, Vendor, implementation and stakeholder manager Description Project Manager in a GDPR compliance program for Nordic Countries.
It was developed and implemented new software on a SaaS platform, securing data and images in SpecSavers stores in Nordic Countries. That included developing and documenting new business rules and processes in close cooperation with architects and managers in commercial head offices.
Also, he took the lead in developing new archiving software for archiving historic store data - as a separate cloud web solution.
• Developed plans and budgets.
• Reporting to PMO and business weekly.
• Was the leader of the Workstreams, which provided services and products for the projects • Developed a solution for storing new data in a cloud solution (Optoflow) - including a Proof of concept phase. Also worked with GDPR and security deliveries related to storing and accessing data in the cloud.
• Facilitated study of stores' equipment, including servers, networks, cameras and more.
• As a part of the implementation, the consultant bought servers and other hardware for the retail shops and the applications.
• Arranged and planned for deployment and service transition.
• UAT Test and Pilots.
• Deployment to stores.
• Coaching the Product Owner - being proactive.
• Documentation of business requirements.
Project 7
It was developed and implemented new software on a SaaS platform, securing data and images in SpecSavers stores in Nordic Countries. That included developing and documenting new business rules and processes in close cooperation with architects and managers in commercial head offices.
Also, he took the lead in developing new archiving software for archiving historic store data - as a separate cloud web solution.
• Developed plans and budgets.
• Reporting to PMO and business weekly.
• Was the leader of the Workstreams, which provided services and products for the projects • Developed a solution for storing new data in a cloud solution (Optoflow) - including a Proof of concept phase. Also worked with GDPR and security deliveries related to storing and accessing data in the cloud.
• Facilitated study of stores' equipment, including servers, networks, cameras and more.
• As a part of the implementation, the consultant bought servers and other hardware for the retail shops and the applications.
• Arranged and planned for deployment and service transition.
• UAT Test and Pilots.
• Deployment to stores.
• Coaching the Product Owner - being proactive.
• Documentation of business requirements.
Project 7
Project Manager, integrating Web portal, SAP & SharePoint data
Danfoss
2017-01 - 2017-01
Delivery, implementation and stakeholder manager Period 2017 Role Project Manager & Business Consultant Description Project Manager, integrating Web portal, SAP & SharePoint data for the Danfoss Product catalogues and ordering portfolio combined into one.
• Translated Business demands to IT technical demands.
• Facilitated information management, drive meetings with stakeholders, workshops, and sprint ramp up and backlog priorities.
• Coordinated with other related projects.
Project 8
• Translated Business demands to IT technical demands.
• Facilitated information management, drive meetings with stakeholders, workshops, and sprint ramp up and backlog priorities.
• Coordinated with other related projects.
Project 8
Program, Portfolio & Resource Manager
Gilbarco Veeder-Root
2015-01 - 2017-01
Delivery, implementation and stakeholder manager Description Complex software projects.
The environment is a cloud-based solution, IoT, MobilePay, card payment, security, back office management, software for control of hardware devices, pumps mm. Hardware unit and proprietary operating system.
Product to Market: Fuel dispensing equipment, fully integrated point of sale as well payment transaction systems for the global petroleum marketplace; Implementing complex solutions spanning electronics, software, hardware.
• Strategic Change Management.
• Delivered in programs gaining improved deliveries through aligned and sustained management through processes and tools (APD: PMI and Scrum and Kaizen processes).
• Projects and subprojects with independent scope and portfolio.
• Handling business cases with high risks contingent on deliveries from several projects and strong dependencies and requirements for planning of resources.
• Professionalization of the work processes and organization of programs and projects across countries and departments - the accumulation and dissemination of Global best practices.
• Established a platform for software integration and exploitation of the product benefits.
• Realization of gain on conversion from portfolio to program deliveries.
• Used Scrum, Kaizen and Lean processes in our work.
• Resource planning and management.
• Was the driver behind moving some parts of tasks and maintenance to developers in India.
Project 9
The environment is a cloud-based solution, IoT, MobilePay, card payment, security, back office management, software for control of hardware devices, pumps mm. Hardware unit and proprietary operating system.
Product to Market: Fuel dispensing equipment, fully integrated point of sale as well payment transaction systems for the global petroleum marketplace; Implementing complex solutions spanning electronics, software, hardware.
• Strategic Change Management.
• Delivered in programs gaining improved deliveries through aligned and sustained management through processes and tools (APD: PMI and Scrum and Kaizen processes).
• Projects and subprojects with independent scope and portfolio.
• Handling business cases with high risks contingent on deliveries from several projects and strong dependencies and requirements for planning of resources.
• Professionalization of the work processes and organization of programs and projects across countries and departments - the accumulation and dissemination of Global best practices.
• Established a platform for software integration and exploitation of the product benefits.
• Realization of gain on conversion from portfolio to program deliveries.
• Used Scrum, Kaizen and Lean processes in our work.
• Resource planning and management.
• Was the driver behind moving some parts of tasks and maintenance to developers in India.
Project 9
Leading PM
Nordea
2014-01 - 2015-01
Delivery, Vendor, implementation and stakeholder manager Description As a Lead PM, he completed a Network upgrade Project in Nordea head offices in Scandinavia.
• Management of the administrative and organizational processes through collaboration with functional managers and more.
• Management of external suppliers.
• Secured progress and problem-solving, managed technical project teams in 4 Nordic countries and led the delivery from 3 internal IT departments.
• Vendor management of deliveries to 3 dealer platforms and 7 locations and head offices.
• Reference and report to the steering board and the line manager in Copenhagen head office.
• Management of the administrative and organizational processes through collaboration with functional managers and more.
• Management of external suppliers.
• Secured progress and problem-solving, managed technical project teams in 4 Nordic countries and led the delivery from 3 internal IT departments.
• Vendor management of deliveries to 3 dealer platforms and 7 locations and head offices.
• Reference and report to the steering board and the line manager in Copenhagen head office.
Academic Background
datamatiker
Niels Brock, Cph
2025-03 - 2025-03
Certifications
5.1 SAFe Agilist (SA) Certification
5.1 SAFe Agilist
Contact contractor
Need help finding an expert?
We can connect you with qualified experts matching your requirements.
or