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(Aktualisiert 2020-02-26)Erfaren BI/DW projektleder
København, Denmark
Einheimische Danish, Fließend English, Mittelstufe French
- Certified Agile PM, Scrum master, SAFe agilist, Prince 2 og MSP
- Project and programme management
- BI (Business Intelligence), DW (Data warehousing), Big data og Analytics
Fähigkeiten (36)
BUSINESS CASE
ESTIMATION
BUSINESS CASES
Business Intelligence
INTERNAL PROJECT MANAGER
BI
COACHING
INFORMATION ARCHITECTURE
SQL
INFORMATION ARCHITECT
SAP
HANA
Informatica
GxP
SAS
Teradata
CRM
ACCOUNTING
CAPACITY MANAGEMENT
OPERATIONS
BUDGET
PAYMENTS
FRONT-END
PRODUCTION PLANNING
FRONT END
Data Center
BUDGETS
SUPPLY CHAIN
STATISTICS
PRICING
GOVERNANCE
USER ACCEPTANCE
STEERING
SCHEDULING
CALYPSO
CLARIFY
Zusammenfassung
Management consultant with more than 20 years of con-
sulting experience. Extensive experience with leading
global consultancies and clients. Significant international
experience.
Accredited Professional Scrum Master, Agile PM,
PRINCE2 and Advanced MSP Practitioner specialising in:
• Project and programme/PMO management
• Business Intelligence, Data Warehousing, Big
Data, Enterprise Data Management, Information
management and Data Governance
• Financial Services Industry
David is passionate about making solutions happen max-
imizing the outcome of the business case while ensuring an efficient use of resources together with a motivated
team where everyone understands how their contribution
is crucial to project success. He knows what really works and what doesn't in planning, organising and executing a
project or programme successfully.
In addition to project and programme leadership, David is
a recognized specialist in the area of Business Intelli-
gence, Data Warehousing, Big data and Analytics. Typical
roles are business analyst, information architect, advisor,
coach and facilitator.
He is currently serving as the lead facilitator of the network
of professionals working with BI, Big Data & Analytics at the Danish IT association DANSK IT.
Berufserfahrung
Programme management and Scrum master
Rockwool, DK
2017-01 - 2019-01
Programme to build a new Enterprise Data Warehouse platform and BI and Dashboard solutions.
Three project streams: Consolidation and planning, Management reporting and CRM. Total of 20 FTE's.
Defined and initiated the entire program and Steering group. Ensured top executive management support. Established teams, governance and Scrum framework providing day-to-day leadership, facilitation and coaching as Scrum master.
International team based across 8 different countries in Europe and Asia.
After MVP and first go-live, project continued in DevOps mode.
Use of Scrum and Scrum Nexus framework.
Technology: SAP Hana, Cloud, Business Objects, Informatica, JIRA and qTest.
Results: A new platform for enterprise reporting and dashboarding successfully taken in use by the business. Organisation and governance for continuous delivery put in place.
Three project streams: Consolidation and planning, Management reporting and CRM. Total of 20 FTE's.
Defined and initiated the entire program and Steering group. Ensured top executive management support. Established teams, governance and Scrum framework providing day-to-day leadership, facilitation and coaching as Scrum master.
International team based across 8 different countries in Europe and Asia.
After MVP and first go-live, project continued in DevOps mode.
Use of Scrum and Scrum Nexus framework.
Technology: SAP Hana, Cloud, Business Objects, Informatica, JIRA and qTest.
Results: A new platform for enterprise reporting and dashboarding successfully taken in use by the business. Organisation and governance for continuous delivery put in place.
Ørsted, DK
2019-01 - 2019-01
(2019-2019)
Advisory. Assessment of new data warehousing platform technologies to replace an existing Oracle on-premises platform.
4 possible platform combinations and 160 evaluation criteria were identified.
To support the assessment, a physical environment for each platform combination was established to run a series of Proof-of-Concept scenarios.
Technology: Oracle Autonomous, Microsoft Azure Data Factory, Microsoft Azure SQL Data Warehouse, Matillion and Snowflake.
Results: Complete weighted scoring of all assessment criteria, overview of findings and Strategic decision report submitted to Steering Committee.
Advisory. Assessment of new data warehousing platform technologies to replace an existing Oracle on-premises platform.
4 possible platform combinations and 160 evaluation criteria were identified.
To support the assessment, a physical environment for each platform combination was established to run a series of Proof-of-Concept scenarios.
Technology: Oracle Autonomous, Microsoft Azure Data Factory, Microsoft Azure SQL Data Warehouse, Matillion and Snowflake.
Results: Complete weighted scoring of all assessment criteria, overview of findings and Strategic decision report submitted to Steering Committee.
Project management and scrum master
LEO Pharma
2019-01 - 2019-01
Project to support all reporting and dashboarding demands in a programme aiming at optimizing the entire group supply chain.
Four project streams: Capacity Management, Sales & Operations planning, Primary distribution networks and Order-to-Cash.
Defined and initiated the project and Steering group. Established teams, Product Owner role, governance and Scrum framework. Managed GxP compliance requirements. Provided day-to-day leadership, facilitation and coaching as Scrum master.
Technology: SAP BW, BO Analysis for Office, MS Power BI, Decision Focus.
Results: The scrum team was able to continue working autonomously with only a 2 days a week PM required. Handed over responsibility to an internal PM.
Four project streams: Capacity Management, Sales & Operations planning, Primary distribution networks and Order-to-Cash.
Defined and initiated the project and Steering group. Established teams, Product Owner role, governance and Scrum framework. Managed GxP compliance requirements. Provided day-to-day leadership, facilitation and coaching as Scrum master.
Technology: SAP BW, BO Analysis for Office, MS Power BI, Decision Focus.
Results: The scrum team was able to continue working autonomously with only a 2 days a week PM required. Handed over responsibility to an internal PM.
Various roles within the BI area
HP ALM
2016-01 - 2017-01
Test management of the entire IFRS9 programme (covering 5 parallel projects) and the Payments statistics project. Member of the programme management team.
Taskforce management of the Fonds and Calypso data marts projects for a BEC client bank.
Business advisory on the Datalab services concept and project.
Use of SAFe and Scrum agile methods.
Technology: Informatica PowerCenter, SAP BO, MS SQL Server, Netezza, HP ALM.
Taskforce management of the Fonds and Calypso data marts projects for a BEC client bank.
Business advisory on the Datalab services concept and project.
Use of SAFe and Scrum agile methods.
Technology: Informatica PowerCenter, SAP BO, MS SQL Server, Netezza, HP ALM.
DW Project manager & SME Advisor
CPH Airport
2015-01 - 2016-01
Initiated, defined, scoped and planned a DW reporting project for the Bagage business. Took over two existing projects to clarify status of deliverables and finances and ensured communication to steering committee and business. Co-managed existing DW service providers and the process of establishing agreements of cooperation with new DW service providers.
Provided advisory in best practices BI/DW development methods and project organization setup.
Technology: Microsoft BI stack
Results: Provided the Steering committee with the required insight to start the Bagage DW project and decide about next steps for the other projects regarding focus, direction and resources.
Provided advisory in best practices BI/DW development methods and project organization setup.
Technology: Microsoft BI stack
Results: Provided the Steering committee with the required insight to start the Bagage DW project and decide about next steps for the other projects regarding focus, direction and resources.
Interim project director
Nykredit, DK
2015-01 - 2015-01
Management of three concurrent data warehousing projects. Took over management of a project in the testing phase aiming at building a MFI reporting solution on top of the Enterprise Data Warehouse. Started up two additional BI/DW projects for different parts of the business. In addition to managing the projects, also advised on strategy to migrate from an old DW platform to EDW as well as leading the work in establishing a roadmap to support the strategy.
Use of Agile and Scrum methods.
Technology: Oracle Exadata, Informatica, OBIEE, IFW data model, HP ALM
Results: Two projects successfully completed and handed over the third projects remaining activities when a perman ent project director was employed.
Use of Agile and Scrum methods.
Technology: Oracle Exadata, Informatica, OBIEE, IFW data model, HP ALM
Results: Two projects successfully completed and handed over the third projects remaining activities when a perman ent project director was employed.
Project and business strategy manager
SDC/Skandinavisk Data Center
2012-01 - 2014-01
Leading SDC's and its 120 banking clients strategy work within information management, financial and regulatory reporting. Ensuring formulation of vision, mission, strategy, roadmap and project initiatives. Managed the description of projects, business cases, benefits and cost-estimates. Stakeholder management and negotiations with external vendors.
Results: Strategy and project initiatives agreed and implemented.
In addition, management of strategic IT projects such as:
- Conversion of a new Nordic banking client into SDC's information management platform. Leading up to 10 people FTE.
Results: Phase 1 successfully completed.
- Evaluation and selection of new BI front-end platform to be offered to all SDC clients. Leading 4 people FTE.
Results: BI platform agreed, funded and implementation started.
- Description, pricing and proof-of-concept of new service offerings, eg. Analytics services, Enterprise Data Warehousing access and hosting. Leading 5 people FTE.
Results: Services successfully launched. 5 banks initially went into production.
Technologies: Teradata, SAS, SAP BO, Business Objects, Mainframe DB/2.
Results: Strategy and project initiatives agreed and implemented.
In addition, management of strategic IT projects such as:
- Conversion of a new Nordic banking client into SDC's information management platform. Leading up to 10 people FTE.
Results: Phase 1 successfully completed.
- Evaluation and selection of new BI front-end platform to be offered to all SDC clients. Leading 4 people FTE.
Results: BI platform agreed, funded and implementation started.
- Description, pricing and proof-of-concept of new service offerings, eg. Analytics services, Enterprise Data Warehousing access and hosting. Leading 5 people FTE.
Results: Services successfully launched. 5 banks initially went into production.
Technologies: Teradata, SAS, SAP BO, Business Objects, Mainframe DB/2.
Interim senior project manager
Copenhagen Municipality
2014-01 - 2014-01
Planning and leading the migration and upgrade of an entire EDW solution spanning 20 different source systems and 10.000+ users. The migration ensured the setup of proper Production, Pre-production, Test and Development environments. All software components were also upgraded and virtualised into VMware.
Management of 10+ FTE's.
Technology: Oracle 11, OBIEE and OWB
Results: Successfully migrated, tested, and put into production.
Management of 10+ FTE's.
Technology: Oracle 11, OBIEE and OWB
Results: Successfully migrated, tested, and put into production.
Interim senior program/project manager
Neopost, DK
2014-01 - 2014-01
Ensuring the last phases of a roll out on Group level of a SAP, Salesforce and BI solution into the Danish subsidiary. The phases included tests, UAT, Training, Data migration mock loads, Business simulation and Cut-over all within a very tight schedule. Close cooperation and coordination with the central team based in Paris and the international delivery team from Accenture.
Management of 13+ FTE's.
Technology: SAP and Salesforce
Results: Picked up the management and lead of the project streams to ensure the continued pace. Ensured the execution of planned activities and re-planned where necessary, identified risks and ensured appropriate mitigation. Handed over to internal project manager returning from paternity leave.
Management of 13+ FTE's.
Technology: SAP and Salesforce
Results: Picked up the management and lead of the project streams to ensure the continued pace. Ensured the execution of planned activities and re-planned where necessary, identified risks and ensured appropriate mitigation. Handed over to internal project manager returning from paternity leave.
Interim project manager
Nets Holding, DK
2012-01 - 2012-01
Assistance in the last phases to meet deadlines of a business critical project: Acquirer data warehouse for an external customer. Leading six people FTE. Use of PRINCE2 and SCRUM.
Technology: Mainframe DB/2. Oracle, Informatica, SAP BO.
Results: Stage 1 development completed, test phases, user acceptance and handover to production completed according to plan. Quality assurance in control, all actions closed. Stage 2 scope sign-off, planning and estimation completed. Handed over to internal project manager.
Technology: Mainframe DB/2. Oracle, Informatica, SAP BO.
Results: Stage 1 development completed, test phases, user acceptance and handover to production completed according to plan. Quality assurance in control, all actions closed. Stage 2 scope sign-off, planning and estimation completed. Handed over to internal project manager.
Interim PMO Manager
Aviva Europe, FR
2011-01 - 2011-01
Started up a European Solvency II Risk PMO. Led the creation of an integrated programme plan covering 16 projects across 5 countries, produced first version of PMO handbook including reporting structures, processes and templates. Liaised with project and market owners.
Results: Permanent PMO manager took over an up and running PMO with all processes and tools successfully in place and communicated to the organisation.
Results: Permanent PMO manager took over an up and running PMO with all processes and tools successfully in place and communicated to the organisation.
Interim senior project manager
Vestas Wind Systems, DK
2011-01 - 2011-01
Took over the project management of several on-going critical high-attention dashboard projects aiming at providing senior management with up-to-date KPI's relevant for their business. Business areas included Pricing of sales and services, order and production planning, service planning and strategic KPI's. Areas of responsibility included staffing, planning, finances, stakeholder management and reporting to steering groups.
Use of PRINCE2.
Technology: SAP BI/BW, Xcelcius and SAP IP
Results: First solution rolled out to all business units worldwide. Go-live plan and support process established. Prepared and organized lessons learned workshop. Closed project down after go-live. Second project defined in detail and approved by all stakeholders including plan and budget. First deliverables completed according to plan and budget. Third project defined in detail and approved. Implementation started. Handed over implementation responsibility to technical project manager.
Use of PRINCE2.
Technology: SAP BI/BW, Xcelcius and SAP IP
Results: First solution rolled out to all business units worldwide. Go-live plan and support process established. Prepared and organized lessons learned workshop. Closed project down after go-live. Second project defined in detail and approved by all stakeholders including plan and budget. First deliverables completed according to plan and budget. Third project defined in detail and approved. Implementation started. Handed over implementation responsibility to technical project manager.
FunktionærPension, DK
2010-01 - 2011-01
Advisory on planning, organizing, initiating and executing a Solvency II programme.
Results: Complete design of the Solvency II programme structure, stakeholder analysis, entire roadmap, initial project plan and detailed tasks ready for the client to execute on.
Results: Complete design of the Solvency II programme structure, stakeholder analysis, entire roadmap, initial project plan and detailed tasks ready for the client to execute on.
DNB Vital, NO
2010-01 - 2010-01
Gap analysis of IT and data architecture related to a Solvency II implementation project.
Results: Exact gaps identified and described.
Results: Exact gaps identified and described.
Lead role
DSB
2010-01 - 2010-01
in managing the description of Information management and Data Governance related initiatives of the entire IT strategy. Detailed solution designs, business cases and project plans were produced.
Technology: SAP BI/BW and SAS
Results: The information management and Data Governance projects were all prioritized among the 10% most critical projects in the IT strategy and selected to start immediately.
Technology: SAP BI/BW and SAS
Results: The information management and Data Governance projects were all prioritized among the 10% most critical projects in the IT strategy and selected to start immediately.
Tryg, DK
2009-01 - 2009-01
(2009)
Advisory in Programme Management in charge of coordinating all Business Intelligence related projects at group level. Reviewed project organisation and processes within Finance. Provided advice and assistance in improving identified issues and formulating BI strategy. Produced a master plan for all current and planned Business Intelligence projects within the group. Defined and implemented tools, processes and meetings in order to manage activities, resources and budgets. Reported to the Steering Group on a regular basis.
Technology: SAP BW and Business Objects
Results: Finance management obtained a complete overview of all BI related activities, their budget and resource implications enabling the Steering Group to make informed decisions about the activities and projects to prioritize in the BI strategy. Together with the management processes in place the client obtained complete control of activities, budgets and resources.
Advisory in Programme Management in charge of coordinating all Business Intelligence related projects at group level. Reviewed project organisation and processes within Finance. Provided advice and assistance in improving identified issues and formulating BI strategy. Produced a master plan for all current and planned Business Intelligence projects within the group. Defined and implemented tools, processes and meetings in order to manage activities, resources and budgets. Reported to the Steering Group on a regular basis.
Technology: SAP BW and Business Objects
Results: Finance management obtained a complete overview of all BI related activities, their budget and resource implications enabling the Steering Group to make informed decisions about the activities and projects to prioritize in the BI strategy. Together with the management processes in place the client obtained complete control of activities, budgets and resources.
Programme Manager and Engagement Manager
Danske Bank
2008-01 - 2008-01
Managed PMO in charge of coordinating all MiFID compliance related projects at group level. Third phase: Post go-live projects.
Results: All post go-live projects completed within time and budget ensuring the clients continued MiFID compliance.
Results: All post go-live projects completed within time and budget ensuring the clients continued MiFID compliance.
Interim Programme Manager
IKEA
2006-01 - 2007-01
with delivery responsibility for all Business Intelligence related projects and initiatives. Reviewed the IKEA IT Decision Support department (70 FTEs) with regards to efficiency, organisational structure, strategy, processes and project management methodology. Co-lead the revision of strategy and the process of redesigning and improving the organisational structure including a BICC and processes.
Technology: Oracle RDBMS, OWB, Business Objects, Cognos
Results: A restructured Decision Support department that for the first time actually succeeded in delivering BI solutions to end-users in the business. Initially four different BI solutions provided information to sales and supply chain management.
Technology: Oracle RDBMS, OWB, Business Objects, Cognos
Results: A restructured Decision Support department that for the first time actually succeeded in delivering BI solutions to end-users in the business. Initially four different BI solutions provided information to sales and supply chain management.
Programme Coordination and Project Management
BPB Plc
2005-01 - 2005-01
of Pan-European Enterprise Data Warehousing project. Definition, strategy, plans, workshops planning and facilitation, requirements gathering, design, management of resources. Tight coordination between French and UK business people. Heavy use of PRINCE2.
Technology: PeopleSoft Enterprise One (JDEdwards), DB2, MS SQL Server, Informatica, Business Objects, MS Sharepoint
Results: Delivery of roadmap and detailed project plans. Requirements specs complete and coordination with buy-in from all key stakeholders.
Technology: PeopleSoft Enterprise One (JDEdwards), DB2, MS SQL Server, Informatica, Business Objects, MS Sharepoint
Results: Delivery of roadmap and detailed project plans. Requirements specs complete and coordination with buy-in from all key stakeholders.
Project Management
Royal Bank of Scotland
2004-01 - 2004-01
of Enterprise Data Warehousing project. Definition, plans and budgets, recruitment, requirements gathering, gap analysis, functional spec, design and management of internal, external and offshore (Infosys) resources.
Technology: PeopleSoft EPM 8.8 & 8.9, DB2, Oracle 8i, Ascential Data Stage, Business Objects
Results: Delivery of complete specs, design, budget and project plan for an EDW together with a team with the right skills ready to implement.
Technology: PeopleSoft EPM 8.8 & 8.9, DB2, Oracle 8i, Ascential Data Stage, Business Objects
Results: Delivery of complete specs, design, budget and project plan for an EDW together with a team with the right skills ready to implement.
BSkyB
2003-01 - 2003-01
projects through entire lifecycle: Budgeting, Business Integration (Analysis and Design), Development, Environment & Test, Change Control Board, Infrastructure & Operations using the Integrated Common Framework based on PRINCE2.
Technology: Oracle 8i, Informatica PowerCenter, Business Objects, SAS
Results: Reviewed and redefined all projects and ensured projects were on track delivering on budget and on time.
Technology: Oracle 8i, Informatica PowerCenter, Business Objects, SAS
Results: Reviewed and redefined all projects and ensured projects were on track delivering on budget and on time.
advisor on methodology
POSCO
2002-01 - 2002-01
South Korea (2002)
World's largest steel manufacturer. Requirements specifications for a Personalized Business Intelligence Portal (dashboard) to be used by senior management. Role: Best Practice advisor on methodology, Business Intelligence Portals and Key Performance Indicators.
Technology: Oracle Daily Business Intelligence and Oracle Operational Intelligence.
Results: The client obtained a complete and detailed design of a BI portal based on world class best practices. The design was successfully delivered within time and budget.
Relevant Training and
World's largest steel manufacturer. Requirements specifications for a Personalized Business Intelligence Portal (dashboard) to be used by senior management. Role: Best Practice advisor on methodology, Business Intelligence Portals and Key Performance Indicators.
Technology: Oracle Daily Business Intelligence and Oracle Operational Intelligence.
Results: The client obtained a complete and detailed design of a BI portal based on world class best practices. The design was successfully delivered within time and budget.
Relevant Training and
Akademischer Hintergrund
Master of Science in Computer Science
University of Copenhagen
2020-02 - 1995-01
Université Paris
Université Paris
2020-02 - 1994-01
Bachelor of Commerce
Copenhagen Business School
2020-02 - 1993-01