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(Oppdatert %updatedDate %)Business Analyst
Oslo, Norge
Innfødt Svenska, Norwegian, English, Flytende Danish
- ISO standards
- Telecom
- Use of Industry standards like Archimate, TOGAF, eTOM, SID
Ferdigheter (35)
Telecom
BUDGET
ISO
CUSTOMER RELATIONSHIP MANAGEMENT
AUDIT
DOCUMENTING
AUDITING
ISO 27001
DATA PROTECTION
ITIL
OPEX
CRM
OPERATIONS
BILLING
Project Management
ISO STANDARDS
Scrum
OPERATIONS MANAGER
LAN
GOAL-ORIENTED
COST MANAGEMENT
INVENTORY
VPN
SYSTEM ANALYSIS
GOAL ORIENTED
AUDITS
PROCESS MODELLING
IT-revisjon
BUDGETS
B2B
FRAME RELAY
Architect
VISIO
HEALTHCARE INDUSTRY
GSM
Arbeidserfaring
Consultant
Darwin Datacom AS
2022-11 - Nåværende
Assignment as system auditor for ISO standards, ISO 9001, ISO 14001 and ISO 27001. Has carried out 52 external audits so far.
Business Analyst
LINK Mobility Group Compliance department
2018-09 - Nåværende
for the LINK Mobility Group Compliance department. The task of the assignment is to define a Compliance Framework based on, among other things, processes from the process framework from APQC, as well as the Norwegian healthcare industry standard Normen.
Project Manager for one
integration of Tele2 Norge AS with TeliaSonera Norge AS
2022-01 - Nåværende
of the projects in a program for the integration of Tele2 Norge AS with TeliaSonera Norge AS. Project was responsible for ensuring a good integration and access between Tele2's IT systems and TeliaSonera. The project is in accordance with. plan and budget.
Project Manager
2020-02 - 2021-04
for an internal CRM project. Was involved from the requirement phase to the production phase using MS Dynamics. The new solution was launched in May 2021.
Project Manager
GlobalConnect AS
2020-01 - 2021-01
Part-time assignment
2019-03 - 2020-03
for verification of compliance with GDPR.
Project Manager
Airbus Defence and Space AS
2019-01 - 2020-01
Business Analyst
LINK Mobility ASA
2018-01 - 2019-01
sub-project manager
LINK Mobility ASA
2018-01 - 2018-05
for LINK Mobility Group's GDPR Compliance Project. The project was tasked with carrying out all activities to ensure that all LINK Mobility's European companies became compatible with the new data protection law from the EU, GDPR. The sub-project I was responsible for had, among other things, the responsibility for documenting affected processes and information.
Sub-Project Manager/Business Analyst
LINK Mobility ASA
2018-01 - 2018-01
Project Manager for Telia Norway's GDPR Compliance Project
Compliance Project for Telia Norway
2016-11 - 2017-11
for Telia Norway. The project was commissioned to undertake all activities to ensure that Telia Norway, with all its brands (Telia, One Call, My Call, Chess and MVNO), was compliant with the new Personal Protection Act from the EU, GDPR. The project was part of a Telia Company GDPR Compliance Program.
Project Manager Telia Norge
GDPR Compliance
2016-01 - 2017-01
project
Telia Norge AS
2001-01 - 2016-01
Project Manager B2B Improvement Program
2016-01 - 2016-01
In the period January to December, worked as Project Manager for an IT development project in an improvement program in Business. The project has implemented Salesforce as a tool for streamlining and improving processes.
Project Manager Fønix
Telia in Norway
2016-01 - 2016-01
In the period January to April, worked as a Project Manager for a Program, which had the task to "rebrand" Netcom to Telia in Norway. My responsibility was to establish a new domain telia.no, as well as to change all old netcom.gsm.no mail addresses to telia.no. Everything worked when a new fire was launched on April 1, 2016.
Project Manager Moon landing
TeliaSonera Norge
2015-01 - 2015-01
Project Manager Test automation DNV GL
2015-01 - 2015-01
In the period, January to March, worked as Project Manager for a test automation project in DNV GL. The project was tasked with developing automated tests for one of DNV GL's systems. The project reached its target on time and budget.
Lemontree AS
2009-01 - 2014-01
Business Analyst / Project Manager Mobile
Tele2 Norge AS
2013-01 - 2014-01
migration Tele2 Norge AS
Project Manager
Tele2 Norge AS
2014-01 - 2014-01
Project Manager Test automation
NAV
2014-01 - 2014-01
In the period, September to December, worked as Project Manager for a test automation project in NAV. The task for the project was to develop automated tests for the Pesys pension system. The project reached its target on time and budget.
Project Manager Analyse and Test automation
2014-01 - 2014-01
DNV GL Worked as a Project Manager for the period from October to December with an analysis project for a potential test automation project in DNV GL.
Business Analyst / Project Manager Jernbaneverket
Tele2 Norge AS
2012-01 - 2013-01
The project is to migrate customers to a new Billing system. My role in the project was as a Business Analyst, to capture requirements for the development of Tele2's CRM system. The development has been agile and I have also had the role of Product owner. The project was terminated by Tele2 Norway in March 2014 due to the frequency situation for Tele2 in Norway.
2012 - 13 Business Analyst / Project Manager Jernbaneverket In June 2012, I received an assignment at Jernbaneverket as Business Analyst / Project Manager. The purpose of the project was to improve processes within Bane Nett at Jernbaneverket. Bane Nett is in Jernbaneverket responsible for GSM-R network, IP-MPLS network and fibre network. My role in the project was to facilitate process workshops to document and improve existing ITIL processes.
2012 - 13 Business Analyst / Project Manager Jernbaneverket In June 2012, I received an assignment at Jernbaneverket as Business Analyst / Project Manager. The purpose of the project was to improve processes within Bane Nett at Jernbaneverket. Bane Nett is in Jernbaneverket responsible for GSM-R network, IP-MPLS network and fibre network. My role in the project was to facilitate process workshops to document and improve existing ITIL processes.
Darwin Datacom AS
2012-04 - 2012-04
Established own company - Darwin Datacom AS
Darwin Datacom AS
2004-01 - 2012-01
Department Manager
Quality and Security
2009-01 - 2012-01
In October 2009, I got responsible for Quality and Security department within Ventelo group. This department was responsible for the total quality, safety, security and the Abuse function.
In May 2010 I also became responsible for running a transformation program called Sigma400. My responsibility was to run the Program office and to follow up the individual projects and tasks. By end of 2011 the program had realized a yearly OPEX cost reduction by 10%.
In 2011 I also got a responsibility to facilitate a work to evaluate an Inventory project. The job included to introduce an external partner that was hired to do an As-Is analysis and afterwards to suggest a To-Be solution.
In May 2010 I also became responsible for running a transformation program called Sigma400. My responsibility was to run the Program office and to follow up the individual projects and tasks. By end of 2011 the program had realized a yearly OPEX cost reduction by 10%.
In 2011 I also got a responsibility to facilitate a work to evaluate an Inventory project. The job included to introduce an external partner that was hired to do an As-Is analysis and afterwards to suggest a To-Be solution.
Quality Director
new quality function in Ventelo AS
2008-01 - 2009-01
In December 2008, I became responsible for a new quality function in Ventelo AS.
In December 2008 I also got appointed to a strategic IT project. The scope for this project was to implement a "big-bang" solution for all BaneTele products and processes. I got appointed as a Project Manager for the Receive project. This included the responsibility to document the requirements (both functional and non-functional) from the organization. A part was also to document the To-Be processes together with the IT supplier Oracle.
In this period, I have got in depth experience regarding OSS/BSS solutions that a telecom operator requires. I have got very good knowledge with Tele Management Forum frameworks (eTOM, SID, TAM and Frameworks). Has also gained more insight into processes and process notations type BPMN. I have also got more experience in running big transformation programs and what it requires to meet bald targets.
In December 2008 I also got appointed to a strategic IT project. The scope for this project was to implement a "big-bang" solution for all BaneTele products and processes. I got appointed as a Project Manager for the Receive project. This included the responsibility to document the requirements (both functional and non-functional) from the organization. A part was also to document the To-Be processes together with the IT supplier Oracle.
In this period, I have got in depth experience regarding OSS/BSS solutions that a telecom operator requires. I have got very good knowledge with Tele Management Forum frameworks (eTOM, SID, TAM and Frameworks). Has also gained more insight into processes and process notations type BPMN. I have also got more experience in running big transformation programs and what it requires to meet bald targets.
Delivery Director
BaneTele AS
2003-01 - 2008-01
In June 2003, I decided to end the break from the Telecom industry. I got the opportunity to be responsible for Delivery department in BaneTele AS.
The department had from the beginning about 15 employees from 2003 to over 40 people in 2008. Delivery eventually became a division in BaneTele AS and I became a member of the executive management team of BaneTele AS.
In this period, I have got more experience to exercise a leadership responsibility. I have also received additional knowledge in process modelling and improvement activities. Has also achieved more knowledge how support systems (BSS/OSS) works and how these are to be integrated within a business.
The department had from the beginning about 15 employees from 2003 to over 40 people in 2008. Delivery eventually became a division in BaneTele AS and I became a member of the executive management team of BaneTele AS.
In this period, I have got more experience to exercise a leadership responsibility. I have also received additional knowledge in process modelling and improvement activities. Has also achieved more knowledge how support systems (BSS/OSS) works and how these are to be integrated within a business.
BaneTele AS
2003-01 - 2006-01
30.03 2012 Ventelo AS (BaneTele AS)
CEO
Svenska Top-Tee AB
2001-01 - 2003-01
In mid-2001, I decided to take a break from the Telecom industry and for a period of time work in the golf industry. I am a part owner of a golf business that works to develop and operate all types of golf facilities.
During this period, I have gained the experience of working with various authorities to establish a golf facility, as well as gaining experience of establishing and running a company.
During this period, I have gained the experience of working with various authorities to establish a golf facility, as well as gaining experience of establishing and running a company.
Project Manager
2002-04 - 2002-08
internal IT development projects, and I worked as a Scrum master.
Enitel AS
1998-01 - 2001-01
Telia Norge AS
2000-01 - 2001-01
Product Area responsible Product and Production department Telia Norge AS was sold to Enitel AS at the beginning of 2000. By the reorganization that followed, I became responsible for the Internet, Capacity and Datacom products. I was responsible for over 50 people and a turnover of approx. 250 MNOK. In November 2000, I was elected as a staff representative in the board of Enitel AS (listed on the Oslo Stock Exchange). This job also gave me another opportunity to test my leadership skills. It gave me a good insight into how a listed company is runned. I also had a good understanding of how the relationship looks like between different operators and got a very good overall insight how the Telecom market works.
These jobs gave me another opportunity to test my leadership skills. They also gave me a good insight into how a publicly traded company operates. I also got a good understanding of how the relationship looks between different operators, and got a very good overall insight into how the Telecom market works.
These jobs gave me another opportunity to test my leadership skills. They also gave me a good insight into how a publicly traded company operates. I also got a good understanding of how the relationship looks between different operators, and got a very good overall insight into how the Telecom market works.
Product Area Manager, Product department
1999-01 - 2000-01
In 1999, I became Product Area Manager for the Datacom portfolio. The work involved responsibility for the entire value chain for Datacom products, apart from Sales. I got a direct management responsibility for approximately 20 people.
This job gave me a chance to try my leadership skills by creating a process-oriented organization. I had good experience in creating budgets, as well as following up these. The job gave me a good insight into how to work with strategies and develop them.
This job gave me a chance to try my leadership skills by creating a process-oriented organization. I had good experience in creating budgets, as well as following up these. The job gave me a good insight into how to work with strategies and develop them.
Product Manager, Product department
Telia Norge AS
1998-01 - 1999-01
In April 1998, I moved to Norway and began at Telia Norge AS, as a Product Manager for Datacom.
I also worked as a Project Manager for an implementation project that was about to fail. The project was to deliver a total new network for the Oslo Stock Exchange. The network was to enable brokers to trade on the Oslo Stock Exchange remotely. I got the project on track and we delivered the network in time and to the customer satisfaction.
This job gave me great insight into creating and maintaining products.
I also worked as a Project Manager for an implementation project that was about to fail. The project was to deliver a total new network for the Oslo Stock Exchange. The network was to enable brokers to trade on the Oslo Stock Exchange remotely. I got the project on track and we delivered the network in time and to the customer satisfaction.
This job gave me great insight into creating and maintaining products.
Telia AB
1994-01 - 1998-01
Project Manager, "SOL-prosjektet"
1996-01 - 1998-01
In autumn 1996, I was responsible for a project initiated by CEO at Telia, Lars Berg. The project's goal was to create a "Reengineering" of the delivery and service processes between Unisource Business Networks and Telia AB. Telia AB was the distributor of Unisource Business Networks AB's products in Sweden. The project was run with help from McKinsey. The project reached its target within one year. After this, the project grew and became a group project within Telia, and was developed to contain almost all of the Telia product portfolio. I stopped as a Project Manager for the project in March 1998.
This project taught me what it's like to do a change in a big organization. I gained further experience in implementing brand new business processes in an organization.
This project taught me what it's like to do a change in a big organization. I gained further experience in implementing brand new business processes in an organization.
Project Manager
Implementation department
1994-01 - 1998-01
In May 1994, I joined Project Manager at Unisource Business Networks AB in Stockholm. The job was to lead installation projects of major global communications solutions for customers such as Electrolux, Stora/Enso and Volvo. During this period, I was responsible for two strategically important projects that had technical and structural challenges, and carried out these projects with satisfied customers. My area of responsibility also included supporting the person in charge of the Installation Department in Sweden to build an organization and structure to complete all installation assignments. This work involved creating routines and a structure for how the department should be built up.
During this time, I learned to start and run projects in a professional manner.
During this time, I learned to start and run projects in a professional manner.
Project Manager
Telia Norge AS
1996-06 - 1996-08
"Team CSE - prosjektet" In the summer of 1996, I was responsible for a process improvement project for Unisource Business Networks AB, a partner in Norway - Telia Norge AS. The project was to implement a delivery organization and delivery routines at Telia Norge AS. The project reached its target in 4 months. The organization went from a delivery precision of just under 50% to over 95%. Delivery time also improved significantly.
This project taught me how to implement a change in a small organization and implement implementation of brand new business processes.
This project taught me how to implement a change in a small organization and implement implementation of brand new business processes.
Microsoft AB
1993-01 - 1994-01
Telerate Dow Jones
1987-01 - 1993-01
(Sweden and Denmark)
Deputy Operations Manager, Technical department
1989-01 - 1993-01
In 1989, the Nordic management team decided to move its Nordic communication hub from Stockholm to Copenhagen. I was assigned to carry out this project, and in the context of this I moved to Copenhagen. During the years in Copenhagen I was responsible for the Nordic communication hub in Copenhagen as well as the various hubs around the rest of the Nordic region. I had staff responsibility for a group of four people who worked in Copenhagen.
The years in Telerate taught me to build and maintain a complex technical network. Time gave me good opportunities to exert the English language both verbally and in writing. I learned to understand Danish, but would not say I'm good at speaking Danish.
The years in Telerate taught me to build and maintain a complex technical network. Time gave me good opportunities to exert the English language both verbally and in writing. I learned to understand Danish, but would not say I'm good at speaking Danish.
IT consultant
IT department
1992-01 - 1993-01
In June 1993, I moved back to Stockholm and started as an IT consultant at Microsoft AB. The work consisted of helping with internal IT support and handling Microsoft's Nordic communications network. The assignment lasted for a year.
Microsoft's time gave me good insight into PCs and software. That knowledge may be a little over the years, but it gave me a good understanding of PCs and LAN / WAN.
Microsoft's time gave me good insight into PCs and software. That knowledge may be a little over the years, but it gave me a good understanding of PCs and LAN / WAN.
Technician
1987-01 - 1989-01
In May 1987, Telerate Dow Jones became my second employer. Telerate Dow Jones's business idea was to deliver electronic global financial information to the financial market. My job was to take care of the Nordic communication hub in Stockholm.
During this time, I learned to handle error situations and error correction.
During this time, I learned to handle error situations and error correction.
Ericsson Telecom AB
1986-01 - 1987-01
Programmer
Ericsson Telecom
1986-01 - 1987-01
After graduating in January 1986, I started at Ericsson Telecom. My task was to create programs for the telephone system AXE. Ericsson's time taught me something that I understood later.
I learned how to create a complex quality product in a development that is scattered in different parts of the world. This developed my analytical skills and the value to be careful.
I learned how to create a complex quality product in a development that is scattered in different parts of the world. This developed my analytical skills and the value to be careful.
Akademisk bakgrunn
Stockholms Tekniska Institut
Stockholms Tekniska Institut
1983-01 - 1985-01
Gymnasium in Sweden
Gymnasium in Sweden
1978-01 - 1981-01
Sertifiseringer
ITIL v3
Prince2 Foundation (Certificate Number
PMP
Project Management Professional
Prince2 Foundation
ITIL v3 Foundation