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(Aktualisiert 2024-02-02)Management Consultant
Aarhus, Danmark
Anfänger Danish, Svenska, Norwegian, English, German
- Stakeholder Management
- Certified PO
- 15+ project Management
Fähigkeiten (36)
Stakeholder Management
TEAM PLAYER
Scrum
SELF MOTIVATED
PROJECT PLANS
Microsoft Office 365
Office365
Agile Project Management
Scrum
IT Infrastructure Library
COACHING
Project Management
BUDGET
MICROSOFT OFFICE
MENTORING
CUSTOMER RELATIONSHIP MANAGEMENT
CRM
RECRUITING
PRINCE2
FINANCIAL PROJECT MANAGEMENT
PI Planning
GOVERNANCE
OPERATIONS
RELATIONSHIP MANAGEMENT
PROCESS MANAGEMENT
Change Management
Risk Management
PROGRAM MANAGEMENT
ITIL
DOCUMENTATION
SALES TRAINING
MAINTENANCE
SAS
PUMPS
TRADING
SUPPLIER MANAGEMENT
Zusammenfassung
I thrive on having a significant interface with people in different situations and various
organisational forms. I am a strong communicator and use communication as a natural and
essential tool in relation to employees, project participants, or customers. I work well in dynamic
and ambitious organisations with clear objectives but still with room for innovation and new
thinking. But I also find my way in chaotic situations and environments that call for structure and
overview within the chaos. I am a strong leader with good knowledge of daily activities or projects.
I often use coaching as a motivator, support, and ensure the development of staff or project
participants.
Five brief statements about my character: result oriented - persistent - proactive - team player -
good communicator.
Responsibilities:
• Project management of large-scale IT infrastructure supplies
● Program management in international and multicultural environments
• Coaching, mentoring and training
• Management
• Risk management
• Stakeholder management
• Quality
• Subcontractor management
Berufserfahrung
Freelance and Owner of FIDATO
2016-06 - Jetzt
Project Manager
Verdo
2023-02 - 2023-02
I was assigned as a project manager to finalise the implementation of an ongoing project (due to a resignation). The project consists of an implementation part of the software platform WorkPoint (document management system based upon SharePoint) and a change management project in connection with the implementation of the new platform to ensure the organisation's anchoring.
31.03.2022 - > - Danish Agriculture & Food Council F.m.b.A- Management Consultant • Product Owner o Maintenance of backlog, including descriptions, priorities, tests, and release planning.
o o communication and coordination between business and supplier and possibly stakeholders o Link to integration /connection to new ERP system in L&F o Strategic cooperation on HSM and the development of HSM in the future: o Process management from idea to product, including idea generation, identification of needs in collaboration with customers, and participation in customer meetings.
o Inspiration for using the Dynamics platform, including updates on product news and other companies' use of the platform.
o Assisting preachers with disseminating the Dynamics platform in the pork sector to use the platform as a data hub.
• Anchoring the system and processes in the organisation: o Ensuring that functions developed in the system are utilised in daily business processes.
o System support for business processes, including identification of where it gives the most value that the change is made.
31.03.2022 - > - Danish Agriculture & Food Council F.m.b.A- Management Consultant • Product Owner o Maintenance of backlog, including descriptions, priorities, tests, and release planning.
o o communication and coordination between business and supplier and possibly stakeholders o Link to integration /connection to new ERP system in L&F o Strategic cooperation on HSM and the development of HSM in the future: o Process management from idea to product, including idea generation, identification of needs in collaboration with customers, and participation in customer meetings.
o Inspiration for using the Dynamics platform, including updates on product news and other companies' use of the platform.
o Assisting preachers with disseminating the Dynamics platform in the pork sector to use the platform as a data hub.
• Anchoring the system and processes in the organisation: o Ensuring that functions developed in the system are utilised in daily business processes.
o System support for business processes, including identification of where it gives the most value that the change is made.
Product Owner
SEGES Digital/Agriculture & Food F.m.b.A
2021-08 - 2023-02
project part two The second part of the project was staffed to run this part via SCRUM. In this connection, I took on the role of Product Owner, where my most important task was to ensure that the business developed what, at the given time, provided the most significant business value. My tasks were to ensure that the backlog always represented what was mentioned before. To be in constant dialogue with the business. In addition, my daily dialogue with my SCRUM Master and the rest of the SCRUM team. A not-so-trivial task was also to ensure that the company understood the agile project approach. So, this could be an active part of the project at an agile level.
Freelance Project Manager
Norlys A/S
2019-02 - 2023-02
CRM D365 as Project Manager/PO The scope of the project is to ensure that Eniig's current CRM solution is lifted to a CRM D365 CE Cloud-based solution, part of the Microsoft Dynamics world, which after the merger with SE, will result in a common CRM D365 Cloud platform for Norly's Energy. This entails, among other things, a complete review of current processes compared with requirements for a future solution. Also, all the underlying integrations needed to be re-visited to ensure future functionality. Since the solution is a built-in Cloud, many integrations must be rebuilt, or alternative solutions must be found so that data will continue to flow between the "cloud" and the underlying legacy systems that were located locally. In addition to an IT-complex size, the project contains a lot of change management, as processes have been reversed and, in many cases, changed - for the better. The project is managed in agile via the SCRUM approach. The total number of developers managed was 14. The role in this project was a combination of PO for IT and project manager towards the business and the rest of the stakeholders. He accomplished the transformation from "traditional" project management into an agile approach via SCRUM.
Office365 as Project Manager The scope of the project was to ensure a smooth transition to Office365 as possible. The current solution was a classic locally based Exchange solution. The customer wanted to move this to a more modern solution that should be Cloud-based. This meant that all current mailboxes needed to be reviewed for dependencies to other systems to ensure that these continued to work after the mailbox was moved into the cloud. Also, there was a general cleanup in both mailboxes and space, but also an update on the administration and processes of the new Exchange environment.
All pressed into a very ambitious schedule. The project involved stakeholder management and, not least, communication and "care" to ensure the desired smooth transition to a new system.
More or less traditional project forms and approaches were used. The team consisted of both internal and external resources. In a total of approx. Ten resources.
Office365 as Project Manager The scope of the project was to ensure a smooth transition to Office365 as possible. The current solution was a classic locally based Exchange solution. The customer wanted to move this to a more modern solution that should be Cloud-based. This meant that all current mailboxes needed to be reviewed for dependencies to other systems to ensure that these continued to work after the mailbox was moved into the cloud. Also, there was a general cleanup in both mailboxes and space, but also an update on the administration and processes of the new Exchange environment.
All pressed into a very ambitious schedule. The project involved stakeholder management and, not least, communication and "care" to ensure the desired smooth transition to a new system.
More or less traditional project forms and approaches were used. The team consisted of both internal and external resources. In a total of approx. Ten resources.
Project Manager
SEGES Digital
2020-11 - 2021-07
Dynamics Field Service project part one Took over the project due to parental leave acting project manager. The project's purpose was to implement Dynamics Field Service to control and plan visits to pig herds and also handle SPF declarations in Danish SPF pig herds. My tasks consisted of general project management and strict supplier management--planning and managing Go-live activities.
Interim Senior Manager of Global Infrastructure
LM Wind Power
2016-09 - 2018-12
Group level Interim Senior Manager of Global Infrastructure - Group level Daily management and responsibility for the operation of the Global Infrastructure department. A department that has both a Danish and an Indian representation, in a total of 25 people. The task involved the daily management of a stable operation. It soon became apparent that for this to be optimised, the two teams had to cooperate more across borders. The management approved "merging" the two teams so that they formed a joint group, "just" separated by an ocean. This meant a greater spread of workload and tasks and greater efficiency in utilising the individual employee and their competencies. - Accomplished implementing a new working model that the management had approved. This new form meant a further streamlining of operations and a greater extent, more extraordinary dedication and ownership, especially from the people who got new responsibilities. The model also suggested a more evident division of tasks and roles/responsibilities. - Managed the IT part of the integration process that started in October 2016 after General Electric acquired LM Wind Power.
Project Manager
App2Cloud
2015-03 - 2016-05
As of May 2018, part of the assignment was to manage a large Cloud project. A project aimed to reduce the number of applications located locally primarily based on Amazon Web Services (AWS) as a Cloud solution. Or to sunset legacy or redundant systems.
03.2015 - 05.2016 C2IT Management A/S, Partner and Senior Project Manager Partner and Senior Project Manager Entrepreneur and founder of C2IT Management with a focus on project management. - Project Manager of a project ad TDC Hosting who had a very large outsourcing project for SAS together with TCS (Indian, TATA) - primarily securing the progress of a server migration project. A project that required political flair and a lot of dedication. - Project Manager ad a documentation project within an IT Operations for a large customer. The scope of the task was to ensure that there was established the necessary documentation to establish a proper operation manual, as well as future SLA agreements with business units.
03.2015 - 05.2016 C2IT Management A/S, Partner and Senior Project Manager Partner and Senior Project Manager Entrepreneur and founder of C2IT Management with a focus on project management. - Project Manager of a project ad TDC Hosting who had a very large outsourcing project for SAS together with TCS (Indian, TATA) - primarily securing the progress of a server migration project. A project that required political flair and a lot of dedication. - Project Manager ad a documentation project within an IT Operations for a large customer. The scope of the task was to ensure that there was established the necessary documentation to establish a proper operation manual, as well as future SLA agreements with business units.
Head of Project Department
Atea A/S
2009-01 - 2015-03
Head of Project Management consisted of 15 internal, three external project managers, and 2 IT management consultants. These were divided between Aarhus and Ballerup. The role of the Head of Project Management included commercial responsibility for the sale of project management both internally and externally. Daily work as a manager demands the continual ability to communicate, lead, and coach employees. Due to the commercial responsibility for the entire project portfolio, almost daily contact with customers, where required, could rank from minor cases to requests for organisational changes from the customer. Customers often think of solutions first and then strategies. As a consultant and advisor, the focus is on strategy and finding the right solution for the customer.
Project Manager
Atea A/S
2006-01 - 2009-01
Project Manager Project Manager for various large and complex IT projects for multiple customers. Examples: - massive Exchange upgrade and centralisation project with 20,000 users spread across the globe.
The project team consisted of 12 people. - large Governance project, with the scope to build the structure from scratch, as the structure was non-existent. Part of the project was to transform and change how the individual departments thought and interacted with each other. The team consisted of 35 people - subproject Manager for the build of the new Region Midt infrastructure.
The sub-team consisted of 10 people. The total program consisted of approx. 100+ people.
The project team consisted of 12 people. - large Governance project, with the scope to build the structure from scratch, as the structure was non-existent. Part of the project was to transform and change how the individual departments thought and interacted with each other. The team consisted of 35 people - subproject Manager for the build of the new Region Midt infrastructure.
The sub-team consisted of 10 people. The total program consisted of approx. 100+ people.
Project Manager
TDC
2003-01 - 2006-01
Project Manager Implementation Responsible Project Manager for an ERP (AXAPTA) project with 2,000 users.
Operation and maintenance responsibility for this solution. Including strict subcontractor management. Daily liaison between the customer and the operations department. Change Management control by releases about four times a year. Workshop participation in new projects to the above solution. Responsible for bringing an unstructured project back on track so that the agreed procedures and processes could again be observed.
Operation and maintenance responsibility for this solution. Including strict subcontractor management. Daily liaison between the customer and the operations department. Change Management control by releases about four times a year. Workshop participation in new projects to the above solution. Responsible for bringing an unstructured project back on track so that the agreed procedures and processes could again be observed.
Project Manager
NetU
2002-01 - 2003-01
CRM Management of new projects (e.g. Wilo pumps, Germany) across a virtual department within CRM (Pivotal). Responsible for developers in DK, Athens and Cyprus.
Project Manager
2000-01 - 2002-01
CRM Project management of new (CRM project with a company in LEGO) and existing projects.
Preparation of project plans and schedules Answering Specifications, Supplier Management
Preparation of project plans and schedules Answering Specifications, Supplier Management
Project Manager
Danish System Industri A/S
1999-01 - 2000-01
Responsible for building an MBS division. Including presales and project management of new and existing projects.
Account Manager
Damgaard Data A/S
1998-01 - 1999-01
"Care" of corporations and strategic customers in Denmark. Responsible for recruiting new partners
Columbus IT Partner
1996-01 - 1998-01
Account Manager Responsible for sales of the new XAL Budget accountable for a sales budget. Responsible for processing the assigned segment responsible for planning campaigns/seminars. Responsible for following up on emails and campaigns through the canvas.
Akademischer Hintergrund
Academy management training, Aarhus Business College
Academy management training, Aarhus Business College
2008-01 - 2010-01
Public school
Public school
1976-01 - 1986-01
Zertifikate
Cycling both Road and MTB
ITIL v3 Foundation
Product Owner
SCRUM Master
PRINCE2 (TM)
Leisure
ITIL v3