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(Oppdatert %updatedDate %)Senior IT-Projektledare
Stockholms län, Sweden
Innfødt Svenska, English
- ERP implementationer
- Project- and Program management
- Systemimplementationer
Ferdigheter (18)
BUSINESS CASE
STEERING
ACCOUNTING
COLLECTION
IT Project Manager
FINANCE
EMPLOYEE RESOURCE GROUP
PROJECT MANAGER
OPERATIONS
PROJECT PLAN
LOGISTICS
INVOICING
ERP
BILL OF MATERIAL
USER ACCEPTANCE
IT Project Management
KITTING
CONTRACT NEGOTIATIONS
Arbeidserfaring
IT Project Manager
Scania AB, Stockholm and Bangkok
2018-01 - 2019-01
Main Objective:
Enabling Scania to gain a competitive edge in the Asian region by leading a complex greenfield project implementing Microsoft Dynamics 365 for Finance and Operations in a free trade zone in Bangkok, Thailand.
Details:
Taking lead over a disastrous greenfield project with highly unrealistic expectations and turning it to the most successful Go-Live and Hypercare period the team had ever experienced. The project had been initiated in December 2017 and was just about to complete its analysis phase when change was needed. My main task was to immediately assess the situation, create a realistic project plan as well as re-evaluate the current resource engagement and scope of the implementation project. When completed, work continued with finalising the remaining phases leading us to the user acceptance tests and the deployment of the solution approximately 1,5 years later.
Main Challenges:
- Implementing D365 FAO in Thailand with inexperienced and non-accountable process owners and super users both regarding ERP-systems and Scania ways of working as well as legal requirements in Thailand and in the Free Trade Zone.
- Assuring compliance with complex Thai and Free Trade Zone laws through third party suppliers (ISVs and Deloitte among others) customising the solution (15+) and reports (40+) accordingly.
- Managing the implementation of several integrations between D365 and Scania developed systems, among others the Bill of Material solution managed by Scania Brazil and Netherlands.
- Defining scope finally resulting in implementing the bare minimum requirements to get operations going with the adherent system support to not endanger the Free Trade Zone license resulting in a complete failure of the business case.
- Handling the continuous unavailability of business resources as well as almost endless changes in requirements due to "new" findings while under cost restrictions not being able to travel frequently to the plant.
- Managing a team of 15 Scania IT resources locally as well as coordinating 10 process owners and super users remotely while handling a very unexperienced steering committee concerning ERP-implementations basically demanding all three of the project constraints in parallel (Cost, Time and Quality).
- Complying to all requirements from Microsoft since D365 is a SaaS solution and not on premise. Among other things upgrading to the latest versions during the implementation project as well as not being in full control of all environments.
- Performing Hypercare while handing over the project to application management swiftly with the highest of quality enabling closure of the project while also managing automated tests and an upgrade to D365 version 10.0.7. All within two months of post go-live.
Enabling Scania to gain a competitive edge in the Asian region by leading a complex greenfield project implementing Microsoft Dynamics 365 for Finance and Operations in a free trade zone in Bangkok, Thailand.
Details:
Taking lead over a disastrous greenfield project with highly unrealistic expectations and turning it to the most successful Go-Live and Hypercare period the team had ever experienced. The project had been initiated in December 2017 and was just about to complete its analysis phase when change was needed. My main task was to immediately assess the situation, create a realistic project plan as well as re-evaluate the current resource engagement and scope of the implementation project. When completed, work continued with finalising the remaining phases leading us to the user acceptance tests and the deployment of the solution approximately 1,5 years later.
Main Challenges:
- Implementing D365 FAO in Thailand with inexperienced and non-accountable process owners and super users both regarding ERP-systems and Scania ways of working as well as legal requirements in Thailand and in the Free Trade Zone.
- Assuring compliance with complex Thai and Free Trade Zone laws through third party suppliers (ISVs and Deloitte among others) customising the solution (15+) and reports (40+) accordingly.
- Managing the implementation of several integrations between D365 and Scania developed systems, among others the Bill of Material solution managed by Scania Brazil and Netherlands.
- Defining scope finally resulting in implementing the bare minimum requirements to get operations going with the adherent system support to not endanger the Free Trade Zone license resulting in a complete failure of the business case.
- Handling the continuous unavailability of business resources as well as almost endless changes in requirements due to "new" findings while under cost restrictions not being able to travel frequently to the plant.
- Managing a team of 15 Scania IT resources locally as well as coordinating 10 process owners and super users remotely while handling a very unexperienced steering committee concerning ERP-implementations basically demanding all three of the project constraints in parallel (Cost, Time and Quality).
- Complying to all requirements from Microsoft since D365 is a SaaS solution and not on premise. Among other things upgrading to the latest versions during the implementation project as well as not being in full control of all environments.
- Performing Hypercare while handing over the project to application management swiftly with the highest of quality enabling closure of the project while also managing automated tests and an upgrade to D365 version 10.0.7. All within two months of post go-live.
IT Project Manager
Hydroscand AB
2015-01 - 2018-01
Main Objective:
Generating substantial cost savings through the practice of same ways of working was achieved by leading an upgrade project from Microsoft AX 2009 to AX 2012 in 10 countries.
Details:
Starting out with a full analysis of the entire AX 2009 environment concerning all sites worldwide resulting in an extensive pre-study containing current ways of working, integrations, customisations as well as present and forthcoming legal and non-legal requirements. When completing the contract negotiations with partners as well as suppliers, also getting the go ahead from top management, the project finally begun with Phase I which resulted in a common template for all current and upcoming AX countries. Further phases were completed resulting in the Go-Live of Estonia, Sweden, Denmark, China and the Czech Republic as well as the Global Item Master with some 100 000 common items.
Main Challenges:
- Whilst creating the template getting the 6 process owners and 15 business area experts, representing the three top turnover countries in the corporation (Sweden, Norway and Estonia), to agree on the details in the joint model as well as receiving approval from the remaining sites during the roll-out project.
- Continuously receiving and managing additional legal and non-legal requirements weeks/months before the different Go-Lives despite commitment to an already agreed scope jeopardizing the entire project plan.
- Seeking acceptance and understanding of the fact that the UAT (User Acceptance Test) will take approximately 8 weeks in each of the planned phases. The realisation came after performing UAT in Phase II for Estonia which was supposed to take 3 weeks planned by the Microsoft partner.
- Vast problems with the Kitting software from Axtension, which was the most important ISV (Independent Software Vendor) of the project. A lack of engagement and understanding during the project from key process owners and business area experts as well as a lack of understanding from the supplier what they actually were replacing in combination with key reports from another ISV, Tabellae, not fully functioning led to disorder during the first post Go-Live month in Phase II (Estonia Go-Live).
- Managing Hypercare for one or more countries while at the same time kicking of the next phase of the project while in parallel handling application management through a change advisory board proved to be very challenging for all involved participants.
Generating substantial cost savings through the practice of same ways of working was achieved by leading an upgrade project from Microsoft AX 2009 to AX 2012 in 10 countries.
Details:
Starting out with a full analysis of the entire AX 2009 environment concerning all sites worldwide resulting in an extensive pre-study containing current ways of working, integrations, customisations as well as present and forthcoming legal and non-legal requirements. When completing the contract negotiations with partners as well as suppliers, also getting the go ahead from top management, the project finally begun with Phase I which resulted in a common template for all current and upcoming AX countries. Further phases were completed resulting in the Go-Live of Estonia, Sweden, Denmark, China and the Czech Republic as well as the Global Item Master with some 100 000 common items.
Main Challenges:
- Whilst creating the template getting the 6 process owners and 15 business area experts, representing the three top turnover countries in the corporation (Sweden, Norway and Estonia), to agree on the details in the joint model as well as receiving approval from the remaining sites during the roll-out project.
- Continuously receiving and managing additional legal and non-legal requirements weeks/months before the different Go-Lives despite commitment to an already agreed scope jeopardizing the entire project plan.
- Seeking acceptance and understanding of the fact that the UAT (User Acceptance Test) will take approximately 8 weeks in each of the planned phases. The realisation came after performing UAT in Phase II for Estonia which was supposed to take 3 weeks planned by the Microsoft partner.
- Vast problems with the Kitting software from Axtension, which was the most important ISV (Independent Software Vendor) of the project. A lack of engagement and understanding during the project from key process owners and business area experts as well as a lack of understanding from the supplier what they actually were replacing in combination with key reports from another ISV, Tabellae, not fully functioning led to disorder during the first post Go-Live month in Phase II (Estonia Go-Live).
- Managing Hypercare for one or more countries while at the same time kicking of the next phase of the project while in parallel handling application management through a change advisory board proved to be very challenging for all involved participants.
IT Project Manager
Bits Data AB
2014-01 - 2015-01
Rolling out new sales and order to delivery software, Bits Bam and Automaster Sam Sales, for all Scania dealers in northern Sweden enabling them to gain cost benefits as well as to monitor and follow up on each sale and customer more efficiently.
IT Project Manager
Tieto
2012-01 - 2013-01
Managing the project of creating the new flagship financial software for Emric whilst in the same venture taking the role as scrum master for two development teams to deliver progress and ultimately closure of the entire project.
IT Project Manager
Visma Software AB
2007-01 - 2012-01
Implementing the portfolio of Vismas products such as ERP, accounting, procurement as well as invoicing and dept collection software at numerous customers and locations both in Sweden and Norway during a five year period with over 30 successful projects.
IT Project Manager
Scandinavian Net Logistics AB Stockholm
2005-01 - 2006-01
Responsible for the development and enhancement of a payment solution provider working mainly with anti-fraud solutions, from Equifax and Arcot, customer experience as well as a PCI (Payment Card Industry) certification.
Akademisk bakgrunn
Master
Stockholm University and Södertörn University
1999-01 - 2004-01