Senior IT & Telco Programme Manager at Tele Denmark Mobile (Copenhagen):

Large Corporate Split Transformation Programme towards a Salesforce Solution (4 Projects):

Temporary Assignment to review a Real Time Charging, Rating and Policy Control Programme, and kick off a large-scale IT Transformation towards SalesForce migration. Initiated programme governance, gated most projects to Gate 2 (full progamme and Planning commitment) and handed over to internal resources.

• - Roam like at Home (Real Time Charging, Rating and Policy Control: The project was a really bad shape and 150% over initial budget. Initiated a delivery process review, closed the project and initiated an RFI. Located new vendor and kicked off the new project (Initial Business Case, Product Owner & Governance) in Waterfall mode (Owing to NW dependencies).
• - Lambda Full (Data Lake over Oracle Exadata): Secured Budget, identified ETL and a Change Data Capture Solution. Initiated POC and hired a new Project Lead & Data Architect in addition to securing internal resources. Gated to Gate 2, implemented an AGILE Delivery Framework.
• - Customer 360 – Salesforce Ready Customer Data: Drove the project till gate 1. Assigned and committed resources, drove the analysis to completion and proposed a DEVOps Implementation to start in Q1 2019.
• - Centralised Product Catalogue: Introduce readability of Product Related data from existing BSS legacy Stack into Salesforce. Project Did not reach Gate 0 since the transformation path was inadequate. Initiated a transformation path review to propose an alternative through creation of a new Product Catalogue (Vlocity).

Achievements:

• Gating on first attempt on all projects (Budget and Planning), except product catalogue
• Successful programme staffing and initial kick off
• Identified new Vendor for the Real Time Charging Solution as well as initial analysis
• Secured Vendors for “Lambda Full” in collaboration with procurement
• Setup Governance for the programme and all individual projects
• Secured resources and vendors

Mobile Operator Acquisition - Assignment with 3M€+ under management. Currently leading 4 BAU projects, and a transformation one in AGILE/SCRUMS delivery model (JIRA/CONFLUENCE/CLARITY/Devops/PMO Office).

• - DOC1 (Release 18.1): Upgrade: Infrastructure €600k project to replace the automated document generation process (Billing, automated emails, order confirmations, etc…), Mixed Agile Scrum / Waterfall delivery, BSS.
• - IHC (Release 18.1 to 18.2): In Home Connectivity €700k project to enable customers automated Wifi coverage check at home and automate potential remedial actions (power lines buy or rent). Upgrade of the corresponding App. Mixed Agile Scrum / Waterfall delivery. BSS, product modelling, legacy tools integration / changes to enable the initiative.
• - MSO (Release 18.4): €850k Multi-Service Order automation project for DSL provisioning towards Proximus. Pure Agile Scrum Delivery. Order Management & Invoice reconciliation in Oracle ERP Fusion, largely a BSS scope.
• - WIGO Spec Upgrade (18.2): Data limit increase and merging on the Business and residential customer’s quotas.
• - Darwin voiceweb (18.3): Merging of BASE and Telenet roaming SMS solution.

Project planning, Budget forecast, reporting and controlling (RAID, RAG). Projects plan creation (Microsoft project 2013), execution and handover to operation. Change Management in a modern Mixed Mobile / Fix Operator. Stakeholder Management, Regular Projects Reporting to Release Management. Budget follow up, projects closures. Following of the standard Telenet’s project management standards including pertaining documentation, project gating (Through Clarity PPM / Confluence, JIRA, sharepoint, HP ALM QC, etc…).

Achievements:

• DR1 Gating on first attempt on all projects (Budget and Planning).
• Timely delivery and ITOPS handover on all assigned projects.
• On-Budget-deliveries
• Formalized Project Handover process

Large Scope Resource Order Management / BSS project (1,6M€, 4500 Man Days, 8 Teams, 70+ resources off and on-shore) within a transformation program: Delivery of a resource provisioning SIM cards clubbed with an Alcatel-HLR to Nokia-SDM Migration, pre and post-paid provisioning and BSS integration from a legacy system over a TIBCO Solution, Scope contains multiple GUIs over Java, Converse-prepaid migration, Postpaid via legacy system, Phased Subscribers migration over the new Nokia SDM from the legacy HLR, Infrastructure sizing and readiness, testing environments readiness, performance measurements testing, security testing, etc..

Management of GUIs development team, TIBCO development team, Prepaid Development Team, Post Paid (Legacy) development Team, Business Intelligence Team, End to End Testing team, End to End Design Team,, Quality Management as per PMO standards. Preparation to handover to IT Operations Team within the agreed service level standards. High and Low level design signoffs, Planning Signoff, Budget Signoff as per achieved Milestones. etc…

Achievements:

• T2 Gating (Move to Production) on time, generating a 12% of agreed T1 project budget Bonus for TechMahindra.
• T1 Gating with Budget Signoff (CXX Level); Statements of work, final planning (final delivery expected 03/2018)
• T0 Gating (Scope) with initial High Level project pricing
• Pricing and Handling of an extra 22 Change Requests, generating 160k€ additional income
• Removal of risky dependencies with other projects utilizing innovative java solution to split interdependent GUIs across a TIBCO BPM technique.
• Adherence to PMO standards as to RAID Management, Deliveries signoff (Test Reports, High Level Design, etc…)
• SOM Project Kick off (Service Order Management – 2nd part of the transformation Program)

OSS Engineering Service Manager: OSS Engineering MSP Service Manager, local delivery manager of all aspects of the OSS Engineering. Lifecycle management of 16 OSS fixed applications (Element Manager tools). Monthly service quality reporting. Internal escalations of major Problems. Creation of multiple report templates.

International Project Manager: Delivered, on time and on budget, with above peers quality standards, the insourcing of an “internal alarm correlation tool”. Budget 500k€, approx. 20 internal and external international resources. Weekly progress reports and management method imposed by Client (based on Prince 2).

Achievements:

• Shaped the OSS Engineering Service Standard framework (detailed responsibilities, created reporting standard, introduced professional product management, defined missing processes).
• Methodically productized practically all undocumented processes according to Telefonica’s internal standards.
• Productized and methodically introduced formal processes during the “internal alarm correlation tool” project (tool was undocumented from the onset, written by a single developer).
• Release planning and release rollout 80% timely on high quality standards.
• Delivered a 500k€ Project to a high quality standard, on budget (+8%) and on time (+0%).

Lifecycle product and program management of 6 different (OSS) wireline performance, reporting, and configuration management tools.

Roadmap definition, program and project management of pertaining work streams, requirements collection, budget definition and reporting, risk analysis and mitigation. Allocation of resources and creation of agreements for 3rd line support contracts with various external parties. Business Processes Optimization. Change Management. Team lead of off-shored resources on the local delivery center.

Release planning and management of those tools on complex delivery cycle (Development testing, Regression Testing, incident management and Operational Release).

Achievements:

• Re-engineered business processes leading to production systems availabilities of 17% rise year on year across the board.
• Consolidated all Network BI systems into one unified solution leading to a single access point for Network-wide KPI monitoring based on an open-source “pentaho” and linux scripting.
• Project Management: 100% On-Budget Project Completion. 74% Timely project delivery.
• Release planning and release rollout 80% timely on high quality standards.
• BMC Remedy Trouble Tickets Monitoring-Automation, 35+ SLAs measurement automation.

Zürich: Consolidation of all Assurance Monitoring tools (alarms, tickets, KPI reporting) to achieve centralized Europe-wide trouble tickets (Remedy), Alarm (Netcool) and workforce management monitoring of the two Swiss clients (Orange, now SALT, and Sunrise). Built all relevant web-services and Databases interfaces tools. Built a new BI platform for process and KPI improvement and reporting purpose (pentaho open source).

Pre-sale Activities: created multiple commercial offers in line with Partner Management Processes (Offer volume 2011 1’350’000 CHF).

Achievements:

• Delivery of 250+ Reports in line with KPI definitions.
• Formalized report planning processes.
• Project Management: 88% On-Budget Project Completion. 94% Timely report delivery.

Stuttgart:

Bid management for E-Plus and a complete new Managed Service OSS performance and fault management solution. Priced every single piece of technology.

Achievements:

• Delivery of 48+technology packs effort estimates.
• Build prototype platform Tivoli Netcool Performance Manager for Wireless.
• Defined Contractual KPI measurements baselines.

Senior Consultant in the “OSS Performance unit” consulting:

Responsibilities include:
- Creation of commercial quotes in response to various RFQs in relation to the network performance measurement unit.
- Lead developer: responsible for project leading, version management, release notes updates, management, and assignment of specific tasks to the team members.

- Creation and delivery of presentations to customers.

- Creation of the design notes according to customer’s requirements.

- Software development: creation of new features, test matrixes, validation protocols, documentation and project scheduling, “Cost to complete” controlling and management.
- Project Management & Implementation lead.

- Release planning and management, post-sale support and incident management, change management.

Achievements:

• 110% year on year on-site presence target (self-sales as Steria generates income by placing consultants on site, hence this target)
• As project manager: 66% on budget project delivery and 100% on-time.

On site management and implementation of Metrica NPR Statistical Performance Data reporting tools; Customer relationship management;

Full time on-site consultant on the OSS production environment for Eplus (in Düsseldorf). Activities include:

• Creation of new statistical graphs and reports:
  • Data modelling. Creation of Performance Measurements solutions in Response to users’ requests for new data.
  • Liaising with local teams to activate new counters in the network, for extra reporting capability. Follow up on data checks.
• System monitoring & tuning: identification and correction of potential slowness issues via parameter optimization.
• Data Interfaces monitoring/fixing:
  • Verification of data cohesion, data availability, timely reporting of bugs or data issues.
• Database upgrades.
• Release rollout, change requests, incident management.

Software support of the Vallent/IBM products line (Network Statistical performance management system - PMS). In depth understanding of the products structure. In-depth knowledge of TQL & TSL. Regular Attendance at Key Accounts meetings, and ensuring the Support Level Agreement is met, and constantly improved with O2(UK) and Cegetel.

Main Responsibilities include:

• Resolution of PMS problems occurring on Customer Site via dialing-in or on-site visits when required.
• System enhancements, shell scripting, TSL (proprietary Language) scripting.
• 7x24 On Call Duties
• Software installation, testing and server tuning.
• Involved in development work in Technology Packs Coding (XML, shell scripting), development testing, documentation of component design specification and test documents.
• Team Leader Actively involved in the transition to a global Support department (In Kuala Lumpur), delivered presentations and training materials to the new support Engineers. Interviewed and selected candidates. Team Managing in a shift work pattern, leading a team of 5 people.

Achievements:

• Reduced lead-time to solution delivery on all Support tickets priority by 30% (Critical: 50%, Major: 43%, Moderate: 32%, Minor: 9%)
• Devised a “Follow the Sun” Support process for 24x7 Operations. Formalized and documented work processes in accordance to ISO certification. Achieved ISO certification with the relevant local authorities.
• Recruited and successfully trained 12 Support Engineers.