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(Opdateret 2022-01-11)Experienced PMO & Programme Manager
Hvalsø, Danmark
Modersmål Danish, English, Flydende Dutch, Øvet French, Svenska, Norwegian
- Etablering og ledelse af PMO
- +10 års erfaring fra den finansielle sektor
- Programledelse
Kvalifikationer (34)
SELF MOTIVATED
Risk Management
GOVERNANCE
PRINCE2
FINANCIALS
PROJECT PLANNING
STEERING
BUDGETING
RECRUITING
COACHING
PROJECT PLAN
BUSINESS CASES
Project Management
IT PMO
TEAM MANAGEMENT
BUDGET
OFFSHORE
LEASING
PMO
FORECASTING
PROJECT MANAGER
Scrum
PROPOSALS
Change Management
ERP
Agile
AUTOMOTIVE INDUSTRY
Incident Management
TRADING
OPERATIONS
MAINTENANCE
CAPITAL MARKETS
CALYPSO
FIXED INCOME
Resumé
Accomplished leader with extensive experience in driving business change as part of a Digital Transformation
journey, creating and leading Project Management Office s, and managing multiple international IT
change/development programmes and projects primarily in the finance industry but also in Pharma, and
automotive industry (leasing).
Organised and diligent, with excellent written, oral, an d interpersonal communication skills.
Successful in forming positive and productive relationships on all levels, and an innate aptitude for identifying
and resolving complex issues, and simply making things happen!
Strong capability to see opportunities rather than limitations and seek solutions and cooperation across
boundaries, being between different roles, organisations, or cultural divides.
Skilful in creating and maintaining a productive and humoristic team spirit, also when the teams face challenges
Experience of introducing and managing OKRs in an IT & project management organisation.
Certified SAFe Agilist, Prince2 Practitioner, Scrum Master (PSM), and ITIL.
Professionel erfaring
Head of Nordic Projects & PMO
ALD Automotive
2019-01 - 2021-01
2019-2021 Head of Nordic Projects & PMO - ALD Automotive ALD Automotive is a French fleet managing and operational car leasing company and a fully owned subsidiary of Société Générale. The company is present in 43 countries - employs approx. 500 people in the Nordic s. The Nordic regional office in Copenhagen is a central hub for IT, credit assessment and HR in th e Nordics.
Responsibilities: • Responsible for the full Nordic portfolio of projects in the 4 local Nordic offices as well as central Nordic level projects - most projects include IT development activities supplied by Nordic IT.
• Ownership of Nordic Project Governance Model which focused on optimisation of "Business Outcomes and Benefit Realisation" and fast execution of projects.
• Assist the local businesses in the Nordics in writing high -quality Business Cases: identify potential for optimisation through digitalisation in the business, detail and assess these ideas with a "Business Outcomes and Benefit Realisation" focus.
• Leadership of 5-7 Project Managers - including recruiting, personal development plans, active coaching, and execution of redundancies.
• Recruiting and management of all external consultants in Nordic IT (IT developers, testers, DBAs, DevOps Engineers, Project Managers, and Programme Managers).
• Responsible for the PMO function (Project Management Office), including KPIs on projects in the portfolio, project templates, financials on all active projects, a combined bi -weekly status reports on all projects managed by the PMO, and communication about the current and future initiatives in the portfolio through articles on internal Yammer channels.
• Nordic Project Governance Board (PGB) meetings where all initiatives were assessed and prioritised based on the Business Cases produced by my team in very close collaboration with the local business. Members of the PGB were the local Country General Managers, Nordic CEO, Nordic CIO, and Nordic CFO.
• Driver of OKRs in Nordic IT for all employees in Infrastructure, Support, Development, and PMO.
• Ownership of the resource planning in Nordic IT (developers and project managers).
Results: • Nordic Project Governance Model approved by Nordic CEO. Complete model including underpinning templates and processes which provided the basis for prioritising proposed projects based on their potential business value and less on "personal preferences". Provided the foundation for a more even distribution of projects across the Nordics, thus no longer favouring a single of the 4 Nordic countries over the others to the satisfaction of those previously not prioritised • A new model in use by the business to select the best ideas for projects based on their business measurable business benefits thus stopping the "emotionally biased" prioritisation of projects.
• A clear shift away from "quick ideas" which didn't necessari ly provide real business value towards well - analysed proposals for projects with clear measurable benefits listed for decision by the Portfolio Governance Board. To optimise the benefits of projects further, a clear focus was on Nordic rather than small local initiatives.
Responsibilities: • Responsible for the full Nordic portfolio of projects in the 4 local Nordic offices as well as central Nordic level projects - most projects include IT development activities supplied by Nordic IT.
• Ownership of Nordic Project Governance Model which focused on optimisation of "Business Outcomes and Benefit Realisation" and fast execution of projects.
• Assist the local businesses in the Nordics in writing high -quality Business Cases: identify potential for optimisation through digitalisation in the business, detail and assess these ideas with a "Business Outcomes and Benefit Realisation" focus.
• Leadership of 5-7 Project Managers - including recruiting, personal development plans, active coaching, and execution of redundancies.
• Recruiting and management of all external consultants in Nordic IT (IT developers, testers, DBAs, DevOps Engineers, Project Managers, and Programme Managers).
• Responsible for the PMO function (Project Management Office), including KPIs on projects in the portfolio, project templates, financials on all active projects, a combined bi -weekly status reports on all projects managed by the PMO, and communication about the current and future initiatives in the portfolio through articles on internal Yammer channels.
• Nordic Project Governance Board (PGB) meetings where all initiatives were assessed and prioritised based on the Business Cases produced by my team in very close collaboration with the local business. Members of the PGB were the local Country General Managers, Nordic CEO, Nordic CIO, and Nordic CFO.
• Driver of OKRs in Nordic IT for all employees in Infrastructure, Support, Development, and PMO.
• Ownership of the resource planning in Nordic IT (developers and project managers).
Results: • Nordic Project Governance Model approved by Nordic CEO. Complete model including underpinning templates and processes which provided the basis for prioritising proposed projects based on their potential business value and less on "personal preferences". Provided the foundation for a more even distribution of projects across the Nordics, thus no longer favouring a single of the 4 Nordic countries over the others to the satisfaction of those previously not prioritised • A new model in use by the business to select the best ideas for projects based on their business measurable business benefits thus stopping the "emotionally biased" prioritisation of projects.
• A clear shift away from "quick ideas" which didn't necessari ly provide real business value towards well - analysed proposals for projects with clear measurable benefits listed for decision by the Portfolio Governance Board. To optimise the benefits of projects further, a clear focus was on Nordic rather than small local initiatives.
Senior Programme Manager
Nets
2019-01 - 2019-01
2019 - 2019 Senior Programme Manager - Nets Denmark A/S Nets connects banks, companies, public portals and consumers/citizens through innovative digital payment and personal identification solutions on behalf of the national authorities. Responsible for the Danish national debit card Dankort, online payment services for consumers and companies, the Danish personal identification solutions NemID/MitID, and personal identification service for Danish public portals NemLog -in Responsibilities: • Starting the 'NemLog-in3' project with the customer being the Danish state (Digitaliseringsstyrelsen) where Nets was transitioning an existing system from another vendor (NNIT) and developing extensive new functionalities for use by all Danish government organisation as well as private companies' login on to public systems.
• Managing a large amount of design workshops with Nets and Digitaliseringsstyrelsen to agree on the details of the solution • Management of the project team and close collaboration with the client, Digitaliseringsstyrelsen Result: • All workshops and other activities conducted leading to the approval of the final Project Initiation Document and detailed Project Plan by the client
• Managing a large amount of design workshops with Nets and Digitaliseringsstyrelsen to agree on the details of the solution • Management of the project team and close collaboration with the client, Digitaliseringsstyrelsen Result: • All workshops and other activities conducted leading to the approval of the final Project Initiation Document and detailed Project Plan by the client
Freelance External Management consultant
Nordea
2008-01 - 2018-01
* Programme Manager/Senior Project Manager - Nordea * Senior Project Manager - BEC * ITSM Process Owner - Takeda * Programme Manager/Vice Programme Manager - Nordea * Project Manager/IT Service Management consultant - BEC
Programme Manager/Senior Project Manager (external consultant)
Nordea Bank
2014-01 - 2018-01
Responsibilities: • Management of large-scale programmes and projects in the Capital Markets area of the bank Programmes/projects: • SUN Programme (Safekeeping UNified) Consolidation of all safekeeping and corporate action systems in the Nordics into one single Nordic system. The programme involved extensive integrations into internal legacy systems as well as externally to and from data suppliers and very importantly integrating to EuroClear and VP.
o Programme Manager.
o Management of all teams in 5 programme streams, a total of 130 people o Programme reporting, developing the methodologies and processes in the programme.
o Budget per year +€20 mio.
o Result: The programme successfully delivered the systems and integrations required fulfilling the external bank sector deadlines in Finland which ensured that Nordea was compliant with EU regulations in the area.
• NePP Programme (New Payment Platform) Large programme replacing all existing payment related solutions in Nordea.
o Project management of infrastructure deliveries in one of the programme streams.
o Result: The programme stream provided the required infrastructure components to base a new reporting solution on as well as ensuring that the solution could be moved to the "business critical" support level within the bank.
• SUN Programme (please refer to description above) o Senior Project Manager - Responsible for the Integrations stream, reporting to the then Programme Manager.
o Management of a development team located in DK, Finland, and Poland. The team was responsible for all IT architecture, design, and development of integrations to and from a plethora of legacy systems all over the bank.
o Result: The development team delivered a wide range of integrations to legacy systems in the bank, as well as designed, developed, and tested the UI used by the branches and 24/7 customer services to access/view customers' safekeeping accounts and related corporate action information. All integrations were part of the large eco-system that led to Nordea being compliant with EU regulations in the safekeeping and corporate actions area.
• Validation Repository project The project was a pre-study and prototype project into a common solution for EndOfDay instrument prices for use widely inside Nordea, based on the Golden Source platform. Development team located in DK and India.
o Definition of scope and solution design.
o General project management in relation to the Nordea team.
o Interaction with the supplier Golden Source.
o Result: Documentation of the requirements and outlining of possible solution scenarios for a future solution for EndOfDay (EoD) instrument prices. Was later used in the SUN programme as requirements to the solution built to fulfil the need for EoD instrument prices for the Finnish safekeeping and corporate action solution.
o Programme Manager.
o Management of all teams in 5 programme streams, a total of 130 people o Programme reporting, developing the methodologies and processes in the programme.
o Budget per year +€20 mio.
o Result: The programme successfully delivered the systems and integrations required fulfilling the external bank sector deadlines in Finland which ensured that Nordea was compliant with EU regulations in the area.
• NePP Programme (New Payment Platform) Large programme replacing all existing payment related solutions in Nordea.
o Project management of infrastructure deliveries in one of the programme streams.
o Result: The programme stream provided the required infrastructure components to base a new reporting solution on as well as ensuring that the solution could be moved to the "business critical" support level within the bank.
• SUN Programme (please refer to description above) o Senior Project Manager - Responsible for the Integrations stream, reporting to the then Programme Manager.
o Management of a development team located in DK, Finland, and Poland. The team was responsible for all IT architecture, design, and development of integrations to and from a plethora of legacy systems all over the bank.
o Result: The development team delivered a wide range of integrations to legacy systems in the bank, as well as designed, developed, and tested the UI used by the branches and 24/7 customer services to access/view customers' safekeeping accounts and related corporate action information. All integrations were part of the large eco-system that led to Nordea being compliant with EU regulations in the safekeeping and corporate actions area.
• Validation Repository project The project was a pre-study and prototype project into a common solution for EndOfDay instrument prices for use widely inside Nordea, based on the Golden Source platform. Development team located in DK and India.
o Definition of scope and solution design.
o General project management in relation to the Nordea team.
o Interaction with the supplier Golden Source.
o Result: Documentation of the requirements and outlining of possible solution scenarios for a future solution for EndOfDay (EoD) instrument prices. Was later used in the SUN programme as requirements to the solution built to fulfil the need for EoD instrument prices for the Finnish safekeeping and corporate action solution.
Senior Project Manager (external consultant)
2013-01 - 2014-01
BEC Programme: An extensive programme in the Capital Markets area, conducted in collaboration with Arbejdernes Landsbank to implement and improve the usage of the Risk Management module in Calypso to be compliant with the Basel III EU regulations.
o Project Management of the track 'Basel III and Line Management' and its deliveries in configuring Calypso and developing the needed reporting interfaces.
o Supporting the Programme Manager in project planning, budgeting, management reporting and stakeholder communication.
o Result: Completion of the design and configuration requirements to Caly pso related to Basel III. New setup for management reporting, especially related to project budget and burn -rate as well as progress reporting.
o Project Management of the track 'Basel III and Line Management' and its deliveries in configuring Calypso and developing the needed reporting interfaces.
o Supporting the Programme Manager in project planning, budgeting, management reporting and stakeholder communication.
o Result: Completion of the design and configuration requirements to Caly pso related to Basel III. New setup for management reporting, especially related to project budget and burn -rate as well as progress reporting.
Process Owner (external consultant)
ITSM
2012-01 - 2013-01
Takeda (Nycomed) Due to the closing of the German based Takeda site and consolidation of IT on fewer sites, all IT Service Management Process Owners were to be in Denmark. As a result, the German based Process Owners were let go and all knowledge needed to be transferred and the processes managed u ntil a permanent replacement could be found in DK.
Responsibilities: o Interim owner of the Configuration Management process and all documentation belonging to the process o Contact to all other process owners to align requirements for the Configuration Management process. Co- management of the Change Management process.
Result: o Configuration Management process optimised to the new organisational set -up and process ownership handed over to the newly hired permanent process owner.
Responsibilities: o Interim owner of the Configuration Management process and all documentation belonging to the process o Contact to all other process owners to align requirements for the Configuration Management process. Co- management of the Change Management process.
Result: o Configuration Management process optimised to the new organisational set -up and process ownership handed over to the newly hired permanent process owner.
Programme Manager/Vice Programme Manager (external consultant)
Nordea Bank
2009-01 - 2012-01
Programme: Nordic programme for 'Online Savings, Investment & Advice' (OSIA) covering 15 sub-projects. The programme was responsible for all customer facing online investment solutions, ranging from the day -trader segment that needed a new interface, the s pecial setup for Private Banking clients within Netbank, Investment pages in Netbank for all client segments, and finally the new solution Nordea Investor replacing the old Online Investor solution.
Programme Manager
2010-01 - 2012-01
Vice Programme Manager
2009-01 - 2010-01
Responsibilities: o Management of Copenhagen based development team and external consultants (developers, testers and release managers) o Set-up and management of offshore based development team in Mumbai, India.
o Management and coaching of Project Managers related to the programme, located in Sweden, Finland, Norway, and Denmark.
o Reporting, KPIs and Steering Committee work. Budget Management (+5millon€ per year) Result: o Successful implementation of several new features, interfaces, and capabilities in the online investment solutions in all Nordic countries thus supporting the bank's ambition of encouraging all segments of customers to trade online through solutions optimised to the segments.
o Consolidation of the new and much extended team developing, testing, and supporting the solutions - enabling the team to continue from "project mode" to "operations mode" o Programme closed and handed over to the operational line orga nisation, including easy-to-use solutions implemented to be used by team management for tracking and reporting of progress, financial forecasting and reporting on on-going projects and solution maintenance.
o Management and coaching of Project Managers related to the programme, located in Sweden, Finland, Norway, and Denmark.
o Reporting, KPIs and Steering Committee work. Budget Management (+5millon€ per year) Result: o Successful implementation of several new features, interfaces, and capabilities in the online investment solutions in all Nordic countries thus supporting the bank's ambition of encouraging all segments of customers to trade online through solutions optimised to the segments.
o Consolidation of the new and much extended team developing, testing, and supporting the solutions - enabling the team to continue from "project mode" to "operations mode" o Programme closed and handed over to the operational line orga nisation, including easy-to-use solutions implemented to be used by team management for tracking and reporting of progress, financial forecasting and reporting on on-going projects and solution maintenance.
Project Manager/ITSM consultant
2008-01 - 2009-01
(external consultant) - BEC Project: Replacing the existing ITSM tool solution Remedy with the newly purchased ITSM suite POB from the vendor Wendia. This included a further development of IT Service Management processes ba sed on ITIL in collaboration with the BEC ITSM process owners.
Responsibilities: o Responsible for the 'Processes & Tool Configuration' part of the project which also included u pdating SLAs from formal documents to operational and workable documents, moving these into the ITSM suite to form the contractual basis for the services provided in the Incident Management module Result: o The new ITSM solution was configured and ready to be implemented in Production. However, due to the financial crisis and its effect on BEC at the time, the new integrated ITSM solution was not put into Production except for smaller parts related to Service Level Management.
Responsibilities: o Responsible for the 'Processes & Tool Configuration' part of the project which also included u pdating SLAs from formal documents to operational and workable documents, moving these into the ITSM suite to form the contractual basis for the services provided in the Incident Management module Result: o The new ITSM solution was configured and ready to be implemented in Production. However, due to the financial crisis and its effect on BEC at the time, the new integrated ITSM solution was not put into Production except for smaller parts related to Service Level Management.
IT Service & Support Manager
British Telecom Nordics
2006-01 - 2008-01
2006-2008 IT Service & Support Manager - British Telecom
IT Service & Support Manager/Head of Project Management Office
XPonCard A/S
2002-01 - 2005-01
Consultant Manager, ITSM
Wendia A/S
1999-01 - 2002-01
Team Manager
BG Bank
1997-01 - 1999-01
Assistant Support Manager & Project Manager
Stream International
1993-01 - 1997-01
Akademisk baggrund
certification
2022-01 - 2018-01
certification
BestBrains Academy
2022-01 - 2018-01
certification
2022-01 - 2017-01
certification
2022-01 - 2007-01
certification
2022-01 - 2007-01
B.Sc.
Copenhagen Business School
2022-01 - 1993-01
Certificeringer
ITIL V3
Certified SAFe Agilist, Prince2 Practitioner, Scrum Master (PSM), and ITIL
Certified SAFe Agilist, Prince2 Practitioner, Scrum Master
Project Management professional