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(Actualizado 2020-01-06.)Senior Project Lead
København, Danmark
Nativo Danish, English, Principiante Norwegian
- Ledelse
- Dyb teknisk indsigt
- 20 års projektledererfaring
Habilidades (40)
PRINCE2
DOCUMENTATION
LIAISON
NETWORK SECURITY
PROGRAM MANAGEMENT
STEERING
BUSINESS DEVELOPMENT
PROJECT MANAGER
PROJECT PLAN
GOVERNANCE
FINANCIAL PROJECT MANAGEMENT
PROGRAM MANAGER
Portfolio Management
PRODUCTION MANAGEMENT
LOGISTICS
EMPLOYEE RESOURCE GROUP
Business Intelligence
SHIPPING
Scada
MAINTENANCE
REAL-TIME
BI
OPTIMIZATION
SCHEDULING
WAREHOUSE MANAGEMENT
OLAP
SALES SYSTEM
CUSTOMER SERVICE ORIENTED
PRODUCTION PLANNING
BILLING
TEACHING
PRODUCTION ENVIRONMENT
FIREWALLS
CUSTOMER SERVICE
ERP
PID
CABLE TV
SIEBEL
COLLECTION
RETAIL SALES
Experiencia profesional
Senior Project Lead
2018-01 - 2019-01
- Danfoss - Contract
2018 - 2019 - Danfoss
Senior Project Lead
As Senior Project Lead, I am heading a strategic project, implementing a new Security Regime and a new governance model for handling security and life cycling networks.
At the technological level, the solution is based on Palo Alto firewalls which is administered via Panorama.
Panorama enables all maintenance to be handled from one central platform, and it also enables security actions to be taken from one point of action.
At governance level we work with a new model for administrating rules and ownership of the applications traffic.
End goal is to have a complete overview of the systems landscape, a plan for maintaining the rule ownership and validity, but also the option to close all, or part of the network in a controlled manner (Kill Switch).
The frame of the project covers approximately 120 locations, Factories, Customer Service Centers and five Data Centers in EMEA AMER and APAC.
The project team consists of a core team located in Nordborg, and virtual teams working in their own regions, but managed from Nordborg.
Automation is in focus in testing and implementing.
The project group convers Architects, Technicians and assistants from BE, DE, US, IN, CN, RO, UK, KN and DK, and working language is English. Virtual workplaces are used.
2018 - 2019 - Danfoss
Senior Project Lead
As Senior Project Lead, I am heading a strategic project, implementing a new Security Regime and a new governance model for handling security and life cycling networks.
At the technological level, the solution is based on Palo Alto firewalls which is administered via Panorama.
Panorama enables all maintenance to be handled from one central platform, and it also enables security actions to be taken from one point of action.
At governance level we work with a new model for administrating rules and ownership of the applications traffic.
End goal is to have a complete overview of the systems landscape, a plan for maintaining the rule ownership and validity, but also the option to close all, or part of the network in a controlled manner (Kill Switch).
The frame of the project covers approximately 120 locations, Factories, Customer Service Centers and five Data Centers in EMEA AMER and APAC.
The project team consists of a core team located in Nordborg, and virtual teams working in their own regions, but managed from Nordborg.
Automation is in focus in testing and implementing.
The project group convers Architects, Technicians and assistants from BE, DE, US, IN, CN, RO, UK, KN and DK, and working language is English. Virtual workplaces are used.
Project Lead
2017-01 - 2018-01
Saint Gobain - Contract
2017 - 2018 - Saint Gobain, Nordic and Baltic delegation
Project Lead
Saint Gobain took the consequence of the Not Petya attack and made a strategic decision to segregate their entire production environment with security zones and a new firewall strategy. I headed this project and segregated their production sites in the Nordic and Baltic region.
The project was both a security project, and a "get organised" project, were all rules applied to firewalls were centrally managed and maintained.
2017 - 2018 - Saint Gobain, Nordic and Baltic delegation
Project Lead
Saint Gobain took the consequence of the Not Petya attack and made a strategic decision to segregate their entire production environment with security zones and a new firewall strategy. I headed this project and segregated their production sites in the Nordic and Baltic region.
The project was both a security project, and a "get organised" project, were all rules applied to firewalls were centrally managed and maintained.
Transitions projektleder
2016-01 - 2017-01
PenSam - Contract
Transitions Project Manager
PenSam
2016-01 - 2017-01
PenSam was in the process of changing cloud provider and needed a project manager to keep track on internal and external parts of the project.
Completed organization of cooperation between dispensing and receiving supplier.
Completed organization of the internal part of the transition.
Completed organization of cooperation between dispensing and receiving supplier.
Completed organization of the internal part of the transition.
Renovering af hus
2017-01 - 2017-01
Private project
Bob teh Builder and Site Manager
Renovating a house
2017-01 - 2017-01
Complete rebuild of a house, done with assistance from sub-contractors. Bob teh Builder and Site Manager.
Projektleder
Hillerød Kommune
2015-01 - 2016-01
Contract
Digitaliseringsprojektleder
Hillerød Kommune
2015-01 - 2016-01
Hillerød Municipality participates in KL's monopoly breach program and must therefore implement a system called SAPA. SAPA is the gateway to the rest of the municipal systems Kombit facilitates.
As a digitalization project manager, Christian has completed the following:
Prepared Project Commission
Prepared the Project Initiation Documentation (PID)
Compiled a project plan
Formed the project group
As-Is baseline analysis
Due KMD's massive delay in deliveries, the task is put on hold, and cooperation is set in agreement.
As a digitalization project manager, Christian has completed the following:
Prepared Project Commission
Prepared the Project Initiation Documentation (PID)
Compiled a project plan
Formed the project group
As-Is baseline analysis
Due KMD's massive delay in deliveries, the task is put on hold, and cooperation is set in agreement.
Deputy Project Director
Dansk Kabel-tv
2016-01 - 2016-01
Contract
Deputy Project Director
Dansk Kabel-TV
2016-01 - 2016-01
DKTV has by Huawei (hardware supplier) had the task to upgrade hardware in TDC's nationwide cable TV network. The assignment covers approximately 850,000 households to be able to receive high-speed internet.
Executed the startup of the project, together with Project Director
Offered advise on how to arrange the production model and how to organise the team.
Described, and implemented the planning organisation
Implemented the project reporting
Executed the startup of the project, together with Project Director
Offered advise on how to arrange the production model and how to organise the team.
Described, and implemented the planning organisation
Implemented the project reporting
Kundeansvarlig
2010-01 - 2015-01
Statens It
Business Relations Manager / Costomer Officer / Service Delivery Manager / Liaison
Statens It
2010-01 - 2015-01
Primary customer: Ministry of Finance
Secondary customer: Danish Emergency Management Agency
Tertiary customer: SKAT
Responsibilities
• Overall responsible for Statens It's relation to the customer, including the total contract fulfilment
• Contract owner
• Implementing contract with Ministry of Finance
• Implementing a Service Delivery organisation
• Chairman of Steering Committees
• Board Member of transition projects, transitioning:
◦ Finansministeriets Departement
◦ Moderniseringsstyrelsen
◦ Digitaliseringsstyrelsen
◦ Statens Administration
◦ DREAM
◦ Statens Center for Kompetenceudvikling
◦ Beredskabsstyrelsen
• Overall responsible for reporting consumption and billing
Abstract of tasks and projects
• Establishment of KAM function in Statens It.
• Entered contract for operating IT-infrastructure with Ministry of Finance
• Member of the client's project steering groups as Program Manager
• Project owner of all projects started by and for the customer.
• Portfolio Management
• Management of 2-3 project managers.
• Preparation of estimates on projects.
• Regular reporting of the "State of the Union" to the customer.
• SPOC for everything else.
Secondary customer: Danish Emergency Management Agency
Tertiary customer: SKAT
Responsibilities
• Overall responsible for Statens It's relation to the customer, including the total contract fulfilment
• Contract owner
• Implementing contract with Ministry of Finance
• Implementing a Service Delivery organisation
• Chairman of Steering Committees
• Board Member of transition projects, transitioning:
◦ Finansministeriets Departement
◦ Moderniseringsstyrelsen
◦ Digitaliseringsstyrelsen
◦ Statens Administration
◦ DREAM
◦ Statens Center for Kompetenceudvikling
◦ Beredskabsstyrelsen
• Overall responsible for reporting consumption and billing
Abstract of tasks and projects
• Establishment of KAM function in Statens It.
• Entered contract for operating IT-infrastructure with Ministry of Finance
• Member of the client's project steering groups as Program Manager
• Project owner of all projects started by and for the customer.
• Portfolio Management
• Management of 2-3 project managers.
• Preparation of estimates on projects.
• Regular reporting of the "State of the Union" to the customer.
• SPOC for everything else.
Project Manager
Ministry of Finance
2009-01 - 2010-01
Project management of projects under the agencies of the Ministry of Finance.
Projektleder, Økonomistyrelsen
2009-01 - 2010-01
IT-konsulent
Selvstændig
2004-01 - 2009-01
Owner manager with 1
Independent IT-Consulant
2004-01 - 2009-01
3 employees.
Mainly ERP and Infrastructure.
Industries: Shipping, Hospitals, trade, logistics.
Mainly ERP and Infrastructure.
Industries: Shipping, Hospitals, trade, logistics.
Projektleder
2003-01 - 2004-01
Radiometer Medical
Project Manager
2003-01 - 2004-01
Radiometer Medical
Implementing Axapta and Cognos.
Implementing Axapta and Cognos.
Projektleder
Navision Software
2000-01 - 2003-01
Project Manager
Navision Software
2000-01 - 2003-01
Implementing support system.
IT-Chef, Merkel Freudenberg Fluidtechnic
1999-01 - 2000-01
IT-Manger, Merkel Freudenberg Fluidtechnic
1999-01 - 2000-01
Task: Implement SAP with Production (MM).
The company closed, and the project never finished.
The company closed, and the project never finished.
International Projektleder, Columbus IT Partner
1996-01 - 1999-01
International Project Manager, Columbus IT Partner
1996-01 - 1999-01
Concorde XAL ERP-systems.
Employeed due to my experience with production planning and logistics.
Employeed due to my experience with production planning and logistics.
Planlægningsleder, Det Danske Stålvalseværk
1984-01 - 1996-01
Karriere - Detail
1984 - 1996 Planlægningsleder, Det Danske Stålvalseværk
Has worked with production management and planning for about 12 years and ended up, as planning manager for one of three steel plants, being responsible for defining requirements, quality assuring, implementing and lastly, teaching the system developed in connection with implementation of new rolling line.
The system had the following features built in:
• Sales system interface. Calculation of quantities to be produced in scheduled cycles.
• Debtor system interface. Based on frame agreements and actual shipped material.
• Roll maintenance interface. Scheduled maintenance and continuous roll line adjustment.
• Interface for warehouse management of semi-finished products. Planning of crane operations and inventory optimization.
• Interface for inventory management of finished products. Planning of shelving, finishing and shipping.
• Production management interface. Real-time production status.
• Roll Line Configuration Interface. Continuous adjustment of roller speeds, roller pressure, cutting lengths etc.
• Quality Control Interface.
The end product was a fairly advanced system capable of handling the overall production and maintenance of the mill.
Overall, we developed an MRP system for planning, an MES system to execute actual production, data collection for SCADA and full traceability of everything that was produced. The steel industry is regulated to the same degree as the pharmaceutical industry, and it is a requirement of insurance companies that production can be documented and traced from semi-finished products to final products.
The rolling line was supplied by an Italian supplier who is a leader in the field, and the system also supplied by the same. It was the first meeting with project work in the international arena.
1984 - 1996 Planlægningsleder, Det Danske Stålvalseværk
Has worked with production management and planning for about 12 years and ended up, as planning manager for one of three steel plants, being responsible for defining requirements, quality assuring, implementing and lastly, teaching the system developed in connection with implementation of new rolling line.
The system had the following features built in:
• Sales system interface. Calculation of quantities to be produced in scheduled cycles.
• Debtor system interface. Based on frame agreements and actual shipped material.
• Roll maintenance interface. Scheduled maintenance and continuous roll line adjustment.
• Interface for warehouse management of semi-finished products. Planning of crane operations and inventory optimization.
• Interface for inventory management of finished products. Planning of shelving, finishing and shipping.
• Production management interface. Real-time production status.
• Roll Line Configuration Interface. Continuous adjustment of roller speeds, roller pressure, cutting lengths etc.
• Quality Control Interface.
The end product was a fairly advanced system capable of handling the overall production and maintenance of the mill.
Overall, we developed an MRP system for planning, an MES system to execute actual production, data collection for SCADA and full traceability of everything that was produced. The steel industry is regulated to the same degree as the pharmaceutical industry, and it is a requirement of insurance companies that production can be documented and traced from semi-finished products to final products.
The rolling line was supplied by an Italian supplier who is a leader in the field, and the system also supplied by the same. It was the first meeting with project work in the international arena.
Certificaciones
Siebel Certified Consultant
Siebel Certified
Pivotal Certified Consultant
Managing Sucessful Programs (MSP)
(MSP)
Managing Sucessful Programs
Concorde XAL - Certificeret in all modules
Cognos BI Consultant
Statens Projektmodel - (Prince2)
(Prince2)
Statens Projektmodel -
ITIL
Accelerated SAP, Implementing SAP R3
Strategisk projektledelse
Praktisk projektledelse
Assertiv kommunikation
Mødeledelse
Præsentationsteknik
Forhandlingsteknik
Udvikling af forretningsgange, vejledninger og dokumentation - Infoware
Manage Cognos Projects
Design OLAP models
BI Design