Projektleder

Danish Defence Acquisition and Logistics Organsation (DALO)

Forsvarets Materiel og Indkøbsstyrelse (FMI)

Head of the Department for Industrial and International Cooperation. Approximately 20 full-time equivalents.

The department was responsible for collaboration with the defense industry and for international defense procurement cooperation, particularly concerning the EU, Nordic Defense Cooperation and USA.

Responsibilities and tasks executed

·         Leadership

·         Change Management

Project Management

Results

A new process was implemented for the department's collaboration with the Chief of the Danish Defence Acquisition and Logistics Organization (DALO) – to everyone's satisfaction.

Development and delivery of the open material acquisition plan (https://www.fmi.dk/globalassets/fmi/dokumenter/2023/fsv-materielanskaffelsesplan.pdf).

Project management of the department's part of the implementation project for the "Government's Strategy for Defense Industry Cooperation" – following the PRINCE2 methodology.

Unfortunately, the position became redundant when DALO decided to divide the department into 2 smaller teams and relocate them to existing business areas.

Scrum Master, Release og Test Manager

The project aimed to replace a suite of internally developed tools for digitizing laboratory activities with a suite of purchased tools, including Smartlogic Semaphore, Dotmatics, TetraScience, Titian Mosaic, and Xybion Pristima.

Serving as Scrum Master and Test Manager for two out of the seven teams within the comprehensive program as well as Release Manager for all teams except those involved in developing the Dotmatics solution. The diverse composition of the teams included resources from Måløv, Bangalore, and Hamburg.

Responsibilities and tasks executed

·         Change Management

·         Project Management

·         Release og Test Management

Scrum Master

Implementation of the project's adaptation of SAFe in the two teams.

Scrum Master activities, including daily stand-ups, PI planning, iteration planning, and iteration review.

Coaching in agile development, ceremonies, Feature and User Story maturation, backlog refinement.

Release Management

Creation of release plans, configuration documents, coordination of release activities with other Scrum Masters.

Coordinated and facilitated the creation of Operations and Maintenance documents for Dotmatics, Semaphore, TetraScience, and Mosaic systems according to Novo IT Governance.

Test Management

Setup and administration of features, user stories, and test cases in Azure DevOps.

Developed test strategy and plans for API tests for Semaphore.

Programmed the initial version of API regression tests for Semaphore, initially in Selenium and then in Postman. Handed over the test system to the testing team.

Maintained automated tests of Pristima UI, programmed in Leapwork.

Results

Successful implementation of SAFe in both teams, especially the team working with Semaphore, served as an example for other teams.

Significant improvement in the quality of models in Semaphore.

Clear enhancement in the overall solution quality, thanks to release management.

Head of the Land and Air Systems department at Thales Germany, Stuttgart. Approximately 120 full-time equivalents.

The department consisted of 3 teams: Air Traffic Management, Surface Radar, and Optronics. The first two teams developed, produced, and sold their own solutions, while the last team provided services for optronics products developed within the group.

Responsibilities and tasks executed

·         Leadership

·         Change Management

·         Project Management

·         Profit and Loss

·         For Surface Radar, direct responsible for

o   Sales and Marketing

o   Product Management and development

o   Production

Change Management

Responsible for and facilitated a change program that introduced 3 business processes focusing on strategic goals. AS-IS and TO-BE workshops were conducted, and business processes were uncovered using SIPOC diagrams. Visual Management Boards were established for each process, and weekly stand-ups were introduced with status updates, information sharing, and escalation.

Change Management

Responsible for the revenue of surface radar. Through the implementation of the "Contact to Contract" business process, transparency and structure were established in the business development and sales processes. Active participation in weekly stand-up meetings, reviewing visual boards, prioritizing initiatives, and managing escalations. Continuous review of the department's forecasts for the corporate entity.

Participation in customer meetings and exhibitions.

Change Management

Responsible for implementing the group’s strategic improvement programs in the department, with a particular focus on enhancing profit margins and cash flow. Performed monthly reporting to corporate.

Project Management

Responsible for product management of surface radar. Through the implementation of the "Idea to Product" business process and the introduction of business cases for qualifying new ideas, a product roadmap was established that reflected strategy and sales goals. Active participation in weekly stand-up meetings, reviewing visual boards, prioritizing initiatives, and managing escalations.

Project Management

Program manager for the initiation and development of a new mobile radar system capable of detecting ground targets and drones. The development was kept as iterative as possible, using the fail-fast principle, and the first prototype was ready around 30% faster than previous projects.

The program used tools such as Jira, Primavera, and various corporate templates for reporting.

Change Management

Responsible for production, customer projects, and service. Through the implementation of the "Order to Delivery" business process, all relevant functions collaborated directly. Actively participated in weekly stand-up meetings, reviewing visual boards, prioritizing initiatives, and addressing escalations.

Change Management

Responsible for developing a service catalog and products tailored to the customer portfolio, aimed at ensuring sustained revenue. Following the definition of the catalog, successful implementation took place across sales, service, and production organizations.

Change Management

Responsible for the introduction of group Digital Transformation strategy, including the development of a 5-year Digital Transformation plan. Coordinated an international team (France, the Netherlands, Germany) focusing on digital technologies, business models, Industry 4.0, and the implementation of the corporate Digital Factory guidelines.

Results

Each year, the financial results exceeded the goals set by the corporation.

The efficiency of the department was improved through the implementation of new business processes.

The increased focus on strategic goals resulted in increased employee satisfaction.

 Head of Operations at Thales Denmark & Baltics. Approximately 100 full-time equivalents.

The country office primarily consisted of two activities: the Rejsekort project and operations with Rejsekort A/S as the customer, and the Signal Program, which modernized the signaling system in Jutland with Banedanmark as the customer. Additionally, the organization was responsible for Sweden, Finland, and the Baltic countries.

Responsibilities and tasks executed

·         Leadership

·         Project Management Office

·         IT Operations

·         Change Management

·         Quality Assurance

·         Procurement

·         Project Management

·         Reporting

Change Management

Responsible for establishing the country office Thales Denmark, based on the project organizations for the Rejsekort and Signalling programs. All was consolidated into a legal entity following the guidelines of the group. A business case for a shared headquarters with cost-sharing of common functions was presented and implemented. Everything was coordinated and aligned with the corporate headquarters and other international stakeholders. Responsible for common functions for PMO, IT operations, QA, real estate, and procurement.

Project Management

Responsible for implementing the corporate Quality Management System in Thales Denmark. A QA Manager was hired, and the relevant processes were introduced in a prioritized order after coordination with all international stakeholders and corporate QA.

Project Management

Responsible for integrating with the corporate IT systems. The two projects had been running with independent IT solutions that did not fully meet the corporate requirements. A common IT operations organization was established, SLAs with IT suppliers were signed, the network was integrated with the corporate network, and all employees received new hardware and software. Training in relevant corporate tools was conducted.

Project Management

Responsible for fulfilling industrial collaboration obligations assigned a defense-related equipment contract, through the establishment of a service center for communication equipment. A business case was developed and approved by the Danish Business Authority, new facilities were leased and furnished, resources were hired, and knowledge transfer was conducted.

Project Management

Responsible for the separation of the Rejsekort business from the country office, after the corporation decided to divest the business area. Consequence analyses were presented, new organizational solutions were developed, and data for due diligence purposes were provided

Results

In just over a year, Thales Denmark was established, consolidated into a single organization, and integrated with the corporation.

Deputy General Manager for Project Rejsekort

Program manager for the development of the Rejsekort solution. Between 50 and 200 full time equivalents distributed in Denmark and France.

After the signature of a new contract addendum and the acquisition of Accenture's team, the task was to deliver the system that could meet the customer's Final System Approval criterias and function nationwide for all travelers in Denmark.

Responsibilities and tasks executed

·         Project Management

·         Project Management Office

·         Change Management

·         Reporting

Change Management

Responsible for the transformation from the company's classic waterfall method to Scrum, adapted to the contract with the customer. The transformation plan was laid out, including kick-off, workshops, where a transformation team with agile consultants coached and assisted the development and test team in France. Sprint plans were developed and approved by the customer. Close integration of the customer with the development team at all levels was agreed upon to achieve faster approval of deliveries.

The collaboration was supported by tools such as ClearQuest, Sharepoint, and Comindwork.

Test Management

Responsible for improving test quality and maturity. Defined the overall test strategy and process based on the concluded contract addendum. Drove the acquisition of the necessary test environments in France and Denmark, as well as the introduction of continuous integration (daily build) for software development in France. Supervised the development of test plans, coordinated content and timing with the customer, presented test results, and negotiated approvals with the customer. This included manual tests of UI, load and performance tests, and integration testing between hardware and software. Test plans were created in either Microsoft Project or Excel, automated tests were in-house development, and continuous integration was managed by Jenkins.

Project Management

Responsible for establishing and leading the Project Management Office, which in the group is responsible for Risk Management, Document Management, Project Planning, and reporting. The team was assembled from resources in Denmark and France. Processes and deliverables that met the company's and contract's requirements were implemented.

Activities were supported by Sharepoint, Primavera, and the Microsoft Office suite.

Project Management

Responsible for acquiring an online storage system. To meet contractual obligations regarding data archiving, it was necessary to acquire a system that give near real-time access to 120 TB of data. An RFP was issued, two systems were evaluated, the company's procurement process was applied, and in collaboration with corporate procurement, the best system was purchased.

Results

The project fulfilled he contract and achieved Final System Acceptance

National Roll-out Manager for Project Rejsekort

After signing a new contract addendum, the main task was to deliver a version of the system that could be rolled out nationwide and handle 500,000 travelers (up from 45,000). This involved physical installation of the Rejsekort system's equipment at stations and in buses, as well as the delivery of the necessary 

Responsibilities and tasks executed

·         Project Management

Project Management

Responsible for implementing the rollout according to the contract. Represented the project towards customer's stakeholders, ensuring close collaboration to establish a shared understanding of responsibilities and tasks, and adherence to the plan. Coordinated internally between  the installation, development, and operations departments to ensure the overall system followed the plan. Documented and reported results to the customer, obtaining approval for each step of the rollout.

Activities were supported by SharePoint, Microsoft Project, and the Microsoft Office suite.

Project Management

Program management of the development of system software supporting the national rollout. Close collaboration with the development department in France with meetings in Paris every two weeks. Represented the project towards customer's stakeholders, managing expectations, clarifying and negotiating functionality and scope. Coordinated between the development and operations departments in the project.

Activities were supported by SharePoint, Primavera, and ClearQuest.

Results

The installation of approximately 350 new buses and 300 stations was accepted by the customer as planned. No penalties were incurred, which was a significant improvement from previous experiences. There was a substantial enhancement in collaboration with the customer, and the subsequent rollout proceeded without issues.

Delivery and acceptance of system software to support the national rollout were completed according to the schedule.

The task was to define 1) a solution that could be used for the nationwide rollout of the Rejsekort system, accommodating up to 500,000 travelers, and 2) a solution that would lead to the completion of the contract achieving Final System Acceptance. Additionally, there was a need for an improved process for collaboration with the customer on deliveries.

Responsibilities and tasks executed

·         Project Management

Project Management

Responsible for specific appendices of the new contract addendum. Negotiated and developed the appendix for the system development process and the one for rollout (installation of buses and stations) in close collaboration with the project's Contract Managers, development, and installation departments.

Project Management

Responsible for defining functionality and user interface. The contract did not include details about the user interface, and the project had not yet received final approval for the delivered applications. A collaboration with the customer focused on wireframing was established and, through a series of workshops, led to an agreement on what should be delivered, especially on www.rejsekort.dk.

Activities were supported by Axure RP and SharePoint.

Project Management

Responsible for defining a version of the system that could be used for national rollout. Represented the project in workshops, meetings, and negotiations with customer stakeholders. Worked closely with the project's Contract Managers and development department.

Results

-Agreement on the system version for national roll out was delivered and signed

-A new development process with iterative development and approval was -agreed upon as part of the new contract addendum.

-Wire-framing of key parts of the deliveries was carried out and approved for development. The process was a great success and continued throughout the project's duration.

Head of the development and customer project department. Approximately 20 full-time equivalents distributed in Denmark and Ukraine.

The task was to improve the predictability of deliveries and deliver an entirely new product architecture for the organization's SaaS job portal platform based on SiteCore CRM and FAST Search, as well as delivery and operation of customer projects.

Responsibilities and tasks executed

·          Leadership

·          IT Operations

·          Quality Assurance

·          Change Management

·          Project Management

·          Reporting

Change Management

Led the transformation of the department from an ad-hoc working method to a more structured and predictable delivery capacity. Introduced Scrum through extensive workshops and team training to strengthen collaboration and agile development. Redefined roles in accordance with Scrum, including the introduction of key positions such as Product Owners, Scrum Master, and Test Manager. Facilitated estimation workshops to improve the accuracy and quality of task estimates.

Test Management

Responsible for establishing a testing capability with the necessary competencies. Hired a Test Manager and a test team (in Ukraine). Implemented daily builds, set up test environments, acquired testing tools, coached the Test Manager, and supervised the creation of daily automated tests and performance tests. Activities were facilitated using TestComplete, FinalBuilder, and OnTime.

Project Management

Responsible for the development of a new platform. Led the development team in Denmark, Ukraine, external SiteCore consultants and product owners. Conducted daily stand-ups, rapid UI prototyping, development of project plans, estimates. Reviewed design and architecture. Collaborated with Ofir on the development of the pilot site.

Activities were supported by Microsoft Visual Studio, FinalBuilder, OnTime, Microsoft Project, SiteCore CRM, FAST Search (now Microsoft FAST), Axure RP.

Project Management

Responsible for the delivery and operation of customer projects. Led the team in Denmark and Ukraine. Customized the standard product for each customer, coordinated and collaborated with customer representatives in England, Germany, and Denmark. Coordinated with the central operations department, monitored solutions, and ensured compliance with SLA.

Results

The team was able to plan releases with much greater certainty.

The pilot project with Ofir was completed and put into operation (www.ofir.dk)

Head of the development department. Approximately 10 full-time equivalents.

Head of the operations department. 5 full-time equivalents.

The task was to further develop the eProcurement platform UN WebBuy (https://unwebbuyplus.org), the supplier registration platform UNGM (https://www.ungm.org/), and deliver procurement solutions to other UN agencies and development programs.

Responsible for the IT operation of UN House with around 300 employees.

Responsibilities and tasks executed

·         Leadership

·         IT Operations

·         Quality Assurance

·         Change Management

·         Project Management

·         Reporting

Change Management

Introduction of a new development method based on Rational Unified Process. Kick-off, coaching in RUP, nomination of process owners, adaptation of process, roles, and artifacts. Implementation throughout the team.

Project Management

Responsible for the development and operation of UNWebBuy and UNGM. Release planning, coordination with the Product Manager on use cases and bug fixes, review of architecture and design documents as well as code, follow-up, and progress tracking. Test and Release Management and coordination of deployment to the production environment.

Activities were supported by Microsoft Visual Studio, OnTime, Microsoft Project, Microsoft Visio, Nintex K2 Business Process Automation.

Project Management

Responsible for the development and delivery of UNWebBuy customization for WHO HQ in Geneva. Release planning, contract management, stakeholder management, final system acceptance.

Project Management

Responsible for Project Management of the implementation of new business processes. Reporting to the steering committee, collaboration with consultants and leadership colleagues. Kick-off and analysis activities, definition of 3 critical business processes, planning of detailed workshops and implementation processes with process owners. Implementation of a Quality Management System for the processes. Internal ISO900 audit. Process owner for the "Ideas to Solution" process.

Results

-Quality Management System rolled out, and processes implemented in the organization. Ready for ISO9000 certification.

-UNWebBuy and UNGM further developed according to stakeholders' needs.

-Operation of UN House more cost-effective and business-oriented.

The company develops advanced Continuous Wave radars for ballistic measurements and military use.

The task was to develop Windows software for processing radar data.

Responsibilities and tasks executed

·         Development

·         Test Management

·         Change Management

Software Development

Responsible for the development of various applications for processing radar data. Defined requirements in collaboration with the sales department, designed, coded, and tested features. Released according to plan and needs.

Test Management

Introduced a daily build system. Established a test center with relevant configurations of computer hardware, self-developed equipment, and simulators. Conducted integration testing of daily builds on relevant configurations, factory testing with production radars at the in-house test site in Allerød. Customer Site Acceptance Test in, among other places, Germany and the USA.

Activities were supported by Microsoft Visual Studio, Final Builder, and FogBugz.

Change Management

Participated in a project to implement new business processes. Responsible for defining and implementing the "Idea to Product" business process in the Quality Management System.

Trained as an internal ISO9000 auditor.

Results

-Release of software products according to plan. A new tool for real-time presentation and storage of data was delivered and was a critical component in resuming launches of NASA's space shuttle.

Head of the development department. About 15 full-time equivalents.

Head of the research team. 2 full-time equivalents.

A two-year-old start-up specializing in the development and sale of decision support software based on patented machine learning. Responsibilities included professionalizing the development department to ensure that project predictability and product quality matched internal ambitions and customer expectations. Additionally, leading the research team with a focus on continuous improvement of the machine learning algorithm.

Responsibilities and tasks executed

·         Leadership

·         Quality Assurance

·         Change Management

·         Project Management

·         Reporting

Project Management

Responsible for the development of desktop and server applications. Developed business cases, vision, release plans, defined software, and maintenance license conditions. Reviewed architecture, design, and code. Resource allocation and project initiation, collaboration with project managers and team leads, status meetings, progress monitoring, reporting.

Activities were supported by Microsoft Project and Visio, Borland Delphi.

Change Management

Introduction of a new development method based on Rational Unified Process. Kick-off, coaching in RUP, nomination of process owners, adaptation of processes, roles, and artifacts. Implementation throughout the team. Introduction of a standard for 3-point estimation. Establishment of product management and test teams.

Activities were supported by Rational Unified Process.

Test Management

Introduction of a daily build system. Establishment of a test center with relevant hardware configurations for desktops and servers. Implementation of images for all relevant operating systems for hardware. Acquisition of test software, implementation of automated testing. Introduction of daily automated tests based on OS images and daily build software. Implementation of load and performance tests on server and web frontend, including load balancing.

Activities were supported by HP/Mercury TestDirector, Microsoft LoadRunner, Final Builder, GHOST.

Project Management

Responsible for strategic customer projects. Customer meetings, technical sparring partner for customers, project management, price estimation, resource allocation, follow-up, final system acceptance, and handover.

Results

-The development department achieved full control over product quality and could deliver 3-4 minor releases per year while participating in critical customer projects. -Transparency in product management and prioritization of features according to business cases.

-Increased revenue from software licenses and maintenance.

-Turnaround and completion of 2 critical customer projects.