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(Opdateret 1+ år siden)Program leder
Fredensborg, Danmark
Modersmål Danish, English, Øvet German, Begynder French
- Project and Program Management
- Uprightness
- Transition and Transformation
Kvalifikationer (32)
OFFSHORE
SERVICE DESK
STEERING
IT Project Manager
CONTRACTS
SHIPPING
PROGRAM MANAGEMENT
Procurement
IT Project Management
PRINCE2
SITE SURVEYS
RFP
SYSTEMS TESTING
PMI
Vendor Management
PROJECT MANAGER
PROGRAM MANAGER
PAYROLL
CONTRACT MANAGEMENT
INTEGRATION
LOTUS NOTES
BUSINESS CONSULTANT
REQUIREMENTS GATHERING
MICROSOFT OFFICE
BUSINESS REQUIREMENTS
BUSINESS CASE
VENDOR SELECTION
Change Management
EXCHANGE
INTEGRATOR
ORGANIZATIONAL CHANGE
PMO
Resumé
Kasper has managed projects since 1997.
The projects have ranged from highly technical development projects, complex integration projects to implementation and configuration projects to organisational change projects. Many projects have been in international organisations, and he is used to working with project participants from many different cultures and countries.
Through projects in the Apparel, Pharmaceutical, IT Services, FMCG and Shipping industries he has gained insight and experience in how to scope, plan, manage and execute international projects in complex environments, including offshore. Many of the projects have been executed using agile principles in the teams which
Based on industry best practices Kasper tailors the method for managing the projects he leads based upon the experience that no one project is alike, and each project or program requires an adjusted and agreed governance model. He ensures that the project is a success by leading the team to deliver high quality focusing on the customers' requirements.
Kasper is a very motivated and dedicated project manager. He delivers high quality over a long period of time and he is able to keep the team spirit high and deliver a clear communication throughout the project. He can run many parallel activities and at the same time maintaining overview and focus on the agreed delivery and scope.
He takes pride in making his project participants do their best, and he is perceived as a very encouraging leader with a high respect of the individual need.
Professionel erfaring
2016-01 - 2019-01
Transition, Separation and Transformation
• Mar 19 - Dec 19, Transformation- and implementation of Voyage Management System "IMOS".
◦ Complete RFP and Business Case
◦ Vendor management and engagement
◦ Solution Fit and business preparation
◦ Manage Testing, internal and external
◦ Manage Training of Super Users and End Users
◦ Business Preparation and Change Management for Go-live
◦ Go-Live November 18th
• Sept 18 - Mar 19, Transformation preparation, Application transformation strategy, cost optimisation, Microsoft License requirements and IT Strategy
◦ Request for Proposal and vendor selection for Voyage Management System, replacing legacy solution with SaaS solution,
◦ Preparing migration of Ship Management On-Premise solution to SaaS
◦ RFP and analysis of Crewing Application portfolio for transformation to SaaS
2017-12 - 2018-08
◦ Access to APMM Core solution, carve out
◦ Treasury Management
◦ Crew Management portfolio, manning, planning and payroll
• June 17-Aug 17 Crisis management caused by Cyber Attack, impacting roll-out of the Transition to the new Service Provider
2016-09 - 2017-12
Methods: MSP, PRINCE2, SCRUM, Organisational Change Management, Agile, Contract Management, Vendor Management,
Technologies: DM-VPN, Office365, VM, Hosting, Citrix, MS SQL, SaaS,
2016-01 - 2016-01
Vessel Modernisation
• Responsible for overall Program Management during a leave of absence, managing 7 teams and business stakeholders across Maersk Line in CPH, Asia and US.
• Responsible for Solution Delivery and Deployment plan for the new IT Platform for Maersk Line fleet across 5 global hubs, Managing and performing site surveys on vessels to ensure generic solution can fit a fleet with very different specifications
• Working closely with the solution teams to ensure changes from business to solution would work on the Delivery
• Responsible for vendor management and having
Methods: Agile and Plan Driven, Organisational Change Management, Contract Management, Vendor Management,
Technologies: Converged Infrastructure,
2015-01 - 2015-01
Vessel IT
• Initiation for new vessel IT platform; Servers, clients etc. which is installed on a Vessel, and which is not "touched" for 5 years.
• Managed RFP process for Proof of Concept
• Stakeholder management as project had very high impact across the Business Unit
Methods: Plan Driven, Organisational Change Management, Contract Management, Vendor Management,
Technologies: Off-shore infrastructure,
2015 Client: Maersk Tankers
Role: Senior Project Manager
Project:
Transition project, Carve-in to MGIS
• Responsible for ensuring transition of Maersk Tankers central solutions and processes were transitioned to Maersk Group Infrastructure Services
• Stakeholder management and organizational change management ensuring interface and process alignment.
• Vendor Management, ensure that contracts with old vendors where transferred and update to roles and responsibilities in the receiving organization.
Methods: Plan driven. PRINCE2/PMI
Technologies: N/A
2015 Client: Maersk Tankers
Role: Senior Project Manager
Project:
Implementation of Office 365 suite
• Stakeholder management and organizational change management ensuring communication and training for pilot team and coordination with MGIS for any issue handling
• Planning the roll-out of Office 365 for the whole organisation across regional offices
• Testing and verification that existing business specific application are compatible with Office 2013
• Phase approach with Office 365, Office 2013 and OneDrive for Business
• Vendor Management, ensure that contracts with old vendors where transferred and update to roles and responsibilities in the receiving organization.
Methods: Plan Driven, PRINCE2
Technologies: Office 365, Office 2013, OneDrive
2013-01 - 2014-01
Transition and Transformation IT Service
Transition and transformation of IT Services from IBM to Tata Consulting Services (TCS).
Initiating the program and defining governance model. Succeeding in transition and transforming the global Service Desk, re-modelling of roles and responsibilities, re-scoping of services and implementation of new Service Desk tool to off-shore delivery centers in India and Budapest.
Methods: Agile SCRUM, PRINCE2, MSP,
Technologies: ServiceNow, SharePoint, Skype 4 Business,
2014-01 - 2014-01
Upgrade Synergi Life
• Responsible for managing the upgrade of Maersk Drilling, Health, Safety and Environment application and organizational Change Management for new version.
• Diverse and complex user environment with off-shore users.
• Implementation of 3 new environments with new version.
• Domain Migration of existing environments.
• Vendor Management.
• Delivered in scope, on time and budget.
Methods: Agile, Plan Drivemn, Change Management, Vendor Management
Technologies: Network, MS SQL,
2014-01 - 2014-01
2012 Management 3.0 Juergen Apello
2014-01 - 2014-01
2013-01 - 2013-01
SAP CRM
Implementation of SAP CRM, new processes, mobile platform and SAP HR
Turned a 4 month delayed project around and united the teams to collaborate on our deliverables and delivered the project on time for the organization to start using globally.
Lead of 6 stream leads, Total budget 225 MDK, 15 Staff in direct line, 50 staff core team
Methods: Scrum
Technologies: SAP CRM
2012-01 - 2012-01
Methods: PRINCE2
Technologies: SaaS (Arriba),
2011-01 - 2012-01
Transforming 5 local IT environments (FR, FI, EE, LV, LT) on to the global Carlsberg IT environment hosted and managed by IBM.
Primary responsible for: Transition of IT Services Processes from local to Global, AD transition, Global File Structure, Exchange and Office 365 implementation.
Methods: PRINCE2, Agile
Technologies: Network and core IT service, Lotus Notes, Windows 7,
2012-01 - 2012-01
Windows 7 implementation
• Global Responsible for migrating 9000 users in 14 countries from Windows XP to Windows 7
• Leading a global of Project Managers and Change Managers managing local teams.
• Close collaboration with IBM and Local management.
Methods: Agile, PRINCE2
Technologies: Windows 7
2010-01 - 2011-01
NewPort, Microsoft Office Sharepoint Solution 2007 development
• Responsible for development of business critical application in Western Europe. The development team consisted of members in both Europe and India.
• Applied a combination of Scrum and PRINCE2 to accommodate both the need for structure for the customer and agility for the development team.
Methods: Scrum, PRINCE2
Technologies: MOSS 2007
2010-01 - 2010-01
2009-01 - 2010-01
Interim Manager for 40 IT developers. I implemented an optimized development and support process to create a more efficient team, as well implemented BPMN. As part of the leadership team I implemented a new business strategy with specific focus on the organizational change, and was member of several Steering Committees.
Methods: Management and leadership
Technologies: N/A
2009-01 - 2009-01
Methods: Consulting
Technologies: N/A
2008-01 - 2008-01
Responsible for the analysis of an ERP migration to new customized platform. Using agile project management methods. M managed 30 project participants, client and customer specialists.
Methods: Scrum
Technologies: Ingres, .Net, MPP
2002-01 - 2008-01
Project Management from idea to deployment of several larger projects.
• Oracle Pharmaceutical Applications and Remote Data Capture. New HW platform, dev, test, prod, 3 sites (DK, CAN, UK),
• Upgrading Lotus Notes platform from v 5 to v 6.5 for 3500 users, 25 locations. Implementing enterprise shared service centre for IT and Financial services (responsible implementation at Nordic and UK sites).
• Enterprise Document Management and Publishing platform (Upgrade and implementation of new application).
• Workstream lead for BPCS upgrade for Sales and Finance
• Maturing PMO roles and competencies for project managers
Methods: Plan Driven, PRINCE2,
Technologies:
2008-01 - 2008-01
2007-01 - 2007-01
2006-01 - 2006-01
2005-01 - 2005-01
2004-01 - 2004-01
2002-01 - 2003-01
2001-01 - 2002-01
• Requirement and training responsible for implementation of ERP project
• Design and Production tool implementation
• Participating in company merger project team
Methods:
Technologies:
Courses and certifications
1999-01 - 2002-01