Highlights
✅ Positioned a global Software Development company as a key Automotive player by designing and implementing A-SPICE-compliant Process Frameworks (along with Agile, ISO 9001, ISO 27001, ISO 26262) across 300+ employees and 20+ processes and successfully passing the A-SPICE assessments.
✅ Improved service quality and operational consistency at a global Technology company by designing and implementing an ISO-9001-compliant Quality Management System (QMS) across 2,000+ employees and 15+ processes and achieving and maintaining company-wide certification.
✅ Reduced operational costs and complexity in a large IT department by consolidating 100+ resources into 2 data centers (1 primary and 1 Disaster Recovery), designing and implementing an ITIL/COBIT/eTOM-aligned Process Framework with 10+ processes, and leading organizational restructuring that improved efficiency and reduced headcount from several thousand to under 600.
✅ Enabled the launch of a national GSM operator by legalizing 1,000+ BTS sites within 3 months, training 147 Customer Care Specialists on all IT systems, and designing and deploying new company-branded IT Templates across 10,000+ employees to ensure full operational readiness pre-launch.
Details
In my extensive career, I have led numerous programs and projects, some of which are described below:
Operations & Compliance Transformation
A-SPICE Implementation
Duration: 12-24 months Size of Company: Large Enterprise Industry: Software Development (PaaS) Business Unit: Automotive Software Development Services (ASDS)
Objective: Automotive clients and partners (OEMs, Tier1, Tier2, etc.) expect compliance with the A-SPICE standard from all software suppliers, making adherence vital for fostering successful business relationships. The aim of this project was to implement A-SPICE at Capability Level 3 across the organization, all while embracing Agile methodologies and upholding compliance with ISO 9001 and other relevant standards. This involved the seamless integration and ongoing enhancement of operational practices to ensure sustained compliance with both present and future external requirements.
Action: I started by introducing Process Ownership and Process Coordination as concepts within the organization. Subsequently, I led a cross-functional project team consisting of Process Owners and their representatives (Process Coordinators) from each process area. Together, we designed, implemented, and continuously refined 20 Engineering, Supporting, and Management processes and their interfaces, shaping the very foundation of the unit's operations. Additionally, I formulated and established an overarching Process Framework incorporating three additional highly innovative policies applicable across all processes, covering the areas of Continuous Process Improvement, Risk & Issue Management, and Documentation & Configuration Management. I also provided coaching on Business Process Management methodologies to ensure sustained process optimization beyond the project's completion. See also System Alignment.
Result: The organization successfully underwent multiple A-SPICE assessments and ISO audits, leading to the acquisition of new Automotive clients and partners, as well as the retention of existing ones. Teams embraced the new and improved operational practices, recognizing the value of their processes and the overall Process Framework. Consequently, they continued to maintain and enhance these processes post-project, resulting in reduced stress, time, and effort associated with requests for A-SPICE or ISO compliance and assessments/audits.
ISO 9001 Implementation
Duration: 12-24 months Size of Company: Large Enterprise Industry: Telecommunications Business Unit: Cloud Computing Operations & Delivery (CCOD)
Objective: The primary goal of this program was to elevate the quality of products and services and, in parallel, establish uniform quality practices across the entire company. Furthermore, implementing a Quality Management System and attaining ISO 9001 certification was imperative to meeting the external demands of clients and partners, thus ensuring successful business relations.
Action: At the heart of the company-wide Quality Management System (QMS), also known as the Product Development Lifecycle (PDLC), were four hierarchical levels of governance: Level 1 and Level 2 were overseen by the central Quality Management team, while Level 3 represented departmental processes, with CCOD falling under my leadership. At Level 4, individual teams were responsible for their detailed procedures. In my role, I concurrently managed three key tasks: firstly, establishing the Level 3 processes for CCOD; secondly, ensuring alignment with Levels 1 and 2 above (central Quality Management team and the overarching QMS/PDLC); and thirdly, ensuring alignment with the teams at Level 4. The first task involved leading a cross-functional team, comprising representatives from various teams within the CCOD department, to collaboratively create, implement, and refine the CCOD processes. Additionally, all three of my tasks involved actively facilitating coordination and adjustments with teams as necessary, ensuring seamless integration and alignment throughout the entire QMS/PDLC.
Result: The company successfully implemented a Quality Management System (QMS) compliant with the ISO 9001 standard, achieving its initial goals of standardizing quality practices and improving the quality level of products and services. The teams embraced their new processes with enthusiasm and continued to maintain and enhance them post-project. Furthermore, the company completed all ISO 9001 certification and surveillance audits, resulting in securing new business relations and retaining existing ones with clients and partners who required ISO 9001 certification.
ITIL Implementation
Duration: 12-24 months Size of Company: Large Enterprise Industry: Telecommunications Business Unit: Information Technologies (IT)
Objective: This project was a crucial component of a larger program aimed at consolidating numerous IT resources located across the country into two Data Centers: one primary and one Disaster Recovery (DR). My role in leading the IT Processes Workstream was to introduce ITIL practices within the IT department amidst this extensive organizational transformation, while the technical consolidation was handled separately.
Action: The implementation of ITIL primarily focused on IT Service Management (ITSM) and Security Management, encompassing a total of 12 processes. For ITSM, I conducted an analysis of the current state using CobiT, and then utilized ITIL in conjunction with eTOM to recommend further actions. Regarding Security Management, collaboration with the Security department was paramount. Together, we formulated the implementation plan and conducted a Business Impact Analysis (BIA), during which I ensured that Business Ownership for each IT application was established throughout the entire company. Implementing the process changes inside the teams was overseen by the Senior Managers of the five IT verticals, who were integral members of my project team. See also Scaling Down.
Result: The positive reception from the teams, who embraced and effectively utilized their new ITIL processes, underscored the success of the initiative. Additionally, the implementation of the ITIL processes, combined with the seamless handling of the technical consolidation, was immediately followed by an ISO 9001 audit. As a result, the entire company achieved ISO 9001 certification, marking a significant milestone in the journey towards enhanced operational excellence.
Organizational (Re-)Design
System Alignment
Duration: 0-6 months Size of Company: Large Enterprise Industry: Software Development (PaaS) Business Unit: Automotive Software Development Services (ASDS)
Objective: Outside the scope of the A-SPICE Implementation project described above, integrating Process Ownership posed a considerable challenge. The existing organizational structure and operating model exhibited significant misalignments, complicating both the implementation progress and hindering long-term operational effectiveness.
Action: To tackle this challenge, I conducted a comprehensive analysis, consolidating the operational model and organizational structure into a single diagram. This enabled me to identify key areas of concern, namely vertical segments with shared accountability, horizontal segments lacking clear responsibilities, and the Product Owner assuming multiple responsibilities for any possibly missing role within the team (i.e. serving as the team contact point, Scrum Master, Architect, Tester, Release Manager, Error Manager, Technical Writer, and especially Product or Project Manager). Since restructuring the organization was out of the A-SPICE Implementation scope, I was unable to address this issue further. Therefore, I presented my findings to the business unit's Top Management, emphasizing the potential impact on operational effectiveness. While my insights were acknowledged as highly valuable, constraints such as time, resources, and other limitations prevented further action.
Result: Despite these challenges, the A-SPICE Implementation project, under my leadership, successfully reached completion. However, the identified discrepancies persisted, posing long-term obstacles to the unit's organizational and operational efficiency.
Scaling Up
Duration: 6-12 months Size of Company: Large Enterprise Industry: Telecommunications Business Unit: Cloud Computing Operations & Delivery (CCOD)
Objective: While I was working on the design of the Business Unit processes, a higher-level decision was made to undergo restructuring and expansion. I became a member of the task force responsible for this endeavor, spanning across multiple sites in three countries: USA, Germany, and India.
Action: In parallel with the Top Management's initiative to establish a new organizational structure, our task force embarked on an expansion effort aimed at filling the vacant positions within the newly formed framework. This expansion involved hiring and onboarding tens of new employees. I played an active role in crafting high-quality job descriptions, based on the existing processes, in collaboration with the Human Resources (HR) department and the Hiring Managers. Additionally, I closely collaborated with HR in screening potential candidates and managing the interviewing process. I also participated in job interviews, providing support to the Hiring Managers. Subsequently, I gathered the feedback from all interviewers and relayed it to HR for further consideration. After hiring, the development of internal employees and succession planning were managed by the Hiring Managers.
Result: The restructuring and expansion efforts were executed successfully, with the addition of new personnel meeting the objectives of filling essential roles within the organization and, thus, enhancing the team capabilities.
Scaling Down
Duration: 0-6 months Size of Company: Large Enterprise Industry: Telecommunications Business Unit: Information Technologies (IT)
Objective: Following the technical and process overhaul detailed in the ITIL Implementation project above, the IT department recognized the need for organizational restructuring. This initiative aimed to streamline personnel in the country responsible for managing the previously dispersed and now obsolete IT resources.
Action: I played a part in leading this next phase of the IT Transformation. Building upon the newly implemented ITIL processes, I designed the envisioned organizational structure. Meanwhile, the Human Resources (HR) department had already begun collaborating with one of the external consultants on this program to determine the exact staffing requirements. My responsibilities included aligning the existing organization with the proposed structure, removing any redundant positions, and making recommendations for additional personnel reductions. Ultimately, we downsized the organization from over 1000 employees to just under 600.
Result: This successful streamlining initiative contributed to the establishment of a leaner and more efficient technological organization.
Process Audit
Supplier Monitoring
Duration: 12-24 months Size of Company: Large Enterprise Industry: Automotive Business Unit: Supplier Software Quality
Objective: In line with A-SPICE ACQ.4, it is essential to strictly monitor Automotive software suppliers' adherence to A-SPICE, as well as to other VDA and OEM requirements. This entails conducting regular A-SPICE assessments and closely tracking the supplier's efforts in addressing any identified deficiencies. During the team's expansion phase, I was contracted as a freelancer to cover the operational needs until the team was fully staffed.
Action: Over the course of more than a year, I provided support to the Supplier Software Quality team. Initially, I familiarized myself with the internal processes, requirements, and project plans. Subsequently, I conducted comprehensive assessments of software suppliers involved in Automotive projects, evaluating both Process and Product Quality aspects. Additionally, I facilitated the ongoing dialogue with the suppliers to ensure their timely implementation of the improvement actions. Lastly, I enhanced the Supplier Software Quality team efficiency by leveraging tools such as JIRA and Confluence.
Result: I successfully completed all assigned A-SPICE assessments, ensuring thorough evaluation of supplier compliance. Moreover, I effectively managed the closure of outstanding follow-up items before concluding my tenure with the team.
Internal Audit
Duration: 0-6 months Size of Company: Large Enterprise Industry: Software Development (PaaS) Business Unit: Automotive Software Development Services (ASDS)
Objective: As part of the organization-wide A-SPICE Implementation project detailed above, I had planned periodic A-SPICE assessments to monitor progress. Following the external assessment of one Automotive program, I opted for an internal assessment of another program for the next evaluation.
Action: I served as the Lead Assessor for this assessment, collaborating with a colleague who acted as the Co-Assessor. I diligently planned the assessment by defining the scope, creating the schedule, identifying necessary personnel, ensuring their availability, and managing all logistical aspects. Throughout the two-week assessment period, I continuously adjusted the schedule as needed until its successful completion.
Result: After analyzing the assessment results and comparing them to those of the previous program, my colleague and I identified areas for improvement in our A-SPICE Implementation approach. We presented these findings to Top Management, thus guiding strategic adjustments to the A-SPICE Implementation efforts.
Customer Audit
Duration: 0-6 months Size of Company: Large Enterprise Industry: Software Development (PaaS) Business Unit: Automotive Business Solutions (ABS)
Objective: In response to a client's request, the company had to get ready for an A-SPICE external assessment, set to be independently conducted on-site by the client within a month. My colleague, who initially led the preparation, sought additional support from Top Management due to the increasing workload. At her request, I was brought in to assist with the preparations.
Action: When I joined the project as one of the two leaders, there was just a two-week window before the assessment deadline. My colleague and I promptly divided the tasks evenly, and I began execution. Despite challenges like the client's frequent schedule changes and internal resource constraints due to teams juggling product development tasks alongside the assessment efforts, we diligently prepared all processes and teams within the planned scope.
Result: We effectively addressed various challenges within a short timeframe, as evidenced by the successful outcome of the customer assessment, which reflected highly on our efforts.
Process Automation
JIRA & Confluence
Duration: 24+ months Size of Company: Large Enterprise Industry: Software Development (PaaS) Business Unit: Process Quality
Objective: During process implementation, my objectives were twofold: a) to integrate the processes seamlessly into the daily team work, and b) to maximize automation wherever possible. This involved leveraging the internal tools, particularly JIRA and Confluence, which were widely used by the Software Development teams.
Action: A successful collaboration with the Software Development teams led to the creation and ongoing refinement of a JIRA project template, yet maintaining its consistency presented a challenge. To address this, I took the initiative to designate my team and me as the Single Point of Contact (SPOC) for the JIRA Administrators. This decision ensured that any change request originating from a Software Development team required our approval, given the impact of these changes across all teams. Additionally, I used Confluence to develop and maintain all process documentation, seamlessly integrating it into the teams' daily workflow. To facilitate this, I employed various Confluence plugins, including those for creating process diagrams and managing version control, approvals, and draft visibility. In cases where existing Confluence solutions fell short, I delved into the page code and made manual edits as necessary. As a result of my proficiency with Confluence, I became the go-to person within the company, addressing inquiries from both Confluence Administrators and other employees seeking assistance with various tasks.
Result: These efforts resulted in smoother operations and improved efficiency throughout the entire organization.
Remedy
Duration: 6-12 months Size of Company: Large Enterprise Industry: Telecommunications Business Unit: IT HelpDesk
Objective: The company aimed to enhance its IT HelpDesk capabilities by transitioning from a locally-developed Incident Management tool to the latest Remedy version provided by the vendor, appointing me to lead this transition.
Action: As the Project Manager, I took charge of overseeing the entire project and providing regular status updates to Top Management. Working closely with the external provider, I ensured that the company's specific requirements were addressed and that the tool was customized accordingly. Additionally, I coordinated with the internal technical teams to facilitate the installation, operation, and maintenance of the tool. Furthermore, I ensured that both the IT HelpDesk team (1st Level of Support) and the IT Support team (2nd Level of Support) received adequate training on Remedy's usage. Whenever necessary, I addressed any gaps or issues that arose, including performing deeply technical tasks to minimize disruptions to the teams' operations.
Result: The implementation of the upgraded Remedy tool was executed successfully, resulting in improved efficiency and enhanced support capabilities for the IT organization. The new system streamlined the internal processes, leading to quicker issue resolution and increased satisfaction among users. Additionally, the training sessions contributed to the smooth adoption of the tool by the IT HelpDesk and IT Support teams, ultimately improving the overall IT Service Delivery process.
Artemis
Duration: 0-6 months Size of Company: Large Enterprise Industry: Consulting Business Unit: Human Resources
Objective: The company aimed to streamline its recruitment process by transitioning from paper-based methods to a digital system.
Action: Spearheaded by the IT department, the project required collaboration with the Human Resources (HR) department. Leveraging my passion for technology and my current role as the HR Assistant, I was appointed as the primary contact. My responsibilities included digitizing all paper-based recruitment process steps and migrating the candidates' database to the digital platform.
Result: The implementation was executed smoothly, resulting in enhanced efficiency and effectiveness in the recruitment process.
Process Training
Customer Care Center
Duration: 6-12 months Size of Company: Large Enterprise Industry: Telecommunication Business Unit: Information Technologies (IT)
Objective: This project played a crucial role in a broad company-wide initiative to launch the 3rd National GSM provider. The primary task of my team, the IT Knowledge Center, was to provide intensive training for all 147 newly recruited Customer Care Center (CCC) representatives. This training, conducted in the week leading up to the GSM launch, aimed to familiarize them with the IT systems essential for their daily operations.
Action: The initial phase involved setting up 12 training rooms, a task led by the IT Support team in collaboration with me and my Team Manager. Recognizing the scale of the project, the IT Support Senior Manager procured additional equipment to ensure sufficient resources. Meanwhile, my Team Manager and I spearheaded the recruitment of 10 new IT Trainers, whom we extensively trained on the necessary CCC systems. In the final months, the new IT Trainers and I relocated to the CCC office to work closely with the CCC Leadership Team, ensuring alignment on their processes and IT systems for comprehensive training coverage. Throughout this period, I maintained regular communication with my Team Manager, who remained onsite at the IT office to oversee updates to the training room computers with assistance from the IT Support team. The training sessions commenced one week prior to the GSM launch and were completed successfully according to schedule.
Result: The CCC team was thoroughly prepared to start operations immediately upon the launch of the 3rd National GSM network. The training sessions proceeded seamlessly, and the project was executed successfully, meeting all predefined timelines and requirements.
Process Improvement
Duration: 0-6 months Size of Company: Large Enterprise Industry: Software Development (PaaS) Business Unit: Automotive Software Development Services (ASDS)
Objective: As an integral part of the A-SPICE Implementation project detailed above, the team recognized the need for a comprehensive one-week A-SPICE training. My objective extended beyond simply conveying A-SPICE knowledge; I aimed to integrate this understanding with the internal team processes, fostering a holistic approach to Process Improvement and Quality Management.
Action: I contacted a respected external provider known for incorporating both A-SPICE methodologies and Agile practices not just in theory, but also in the training environment. Given our past collaboration and the ASDS team's adherence to Agile methodologies, I was confident the trainer could effectively blend A-SPICE requirements with practical Agile implementations, enhancing the training experience. Furthermore, I assigned all Process Owners the task of preparing presentations outlining their respective processes. By integrating external expertise with internal process insights, the training sessions offered a balance of theoretical knowledge and hands-on application, providing the team with valuable insights.
Result: The training initiative yielded remarkable success on multiple fronts. The participants not only gained a profound understanding of A-SPICE requirements but also acquired deep insights into their own operational processes. Energized by this freshly gained knowledge, the team proactively identified solutions to longstanding challenges within their business unit, demonstrating unprecedented initiative. The enthusiastic response underscored a newfound commitment among teams, marking a significant milestone in our Continuous Process Improvement journey. The participants expressed a desire for more such transformative sessions, recognizing their potential as catalysts for organizational growth. Additionally, the external trainer, impressed by the innovative process ideas discussed during the sessions, expressed interest in endorsing some of them as industry best practices.
IT Knowledge Management
Duration: 12-24 months Size of Company: Large Enterprise Industry: Telecommunication Business Unit: Information Technologies (IT)
Objective: The company aimed to ensure comprehensive familiarity and proficiency among its employees in utilizing all relevant IT systems for their respective roles.
Action: To execute this objective, I simultaneously worked on three initiatives: 1) Conducting regular in-person IT training sessions for small groups, typically consisting of around 12 individuals; 2) Developing IT training materials and "How-to" guides, which I subsequently published on the company intranet for easy access; 3) Assisting the IT HelpDesk by providing support in addressing "How-to" queries received from employees. Additionally, I attended trainings focused on improving my skills as an IT trainer.
Result: The feedback from participants who attended my training sessions was overwhelmingly positive, indicating a notable improvement in their ability to navigate and use the IT systems effectively. Additionally, the availability of comprehensive training materials on the company intranet contributed to enhanced self-learning opportunities for all employees.
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