Paraschos Pentas Consulting ® Profile Paraschos Pentas

Profile Paraschos PentasDipl.-Inform. (FH), M.Sc., MBA, PMP, PMI-ACP, PRINCE2 Practitioner

First Name: Surname: Year of Birth: Nationality: Telephone: Fax: Mobile: Email:Website:Address:

ParaschosPentas1974German+49-6081-9859207+49-6081-9859204+49-172-1555995email@ppentas-consulting.comhttp://www.ppentas-consulting.comFeldstraße 5A 61273 Wehrheim, Germany

Main Service Areas Project Management / Program Management (Operative Execution and Consulting) Auditing, Assessment and Optimisation of Projects, Programs and Project Portfolios Agile Project Management / Consulting and Support in the Agile Transformation Senior PMO / PMO Leadership / Setup of an Enterprise PMO Software Development Projects / IT Migrations / Rollouts / Integrations / Tenders Management of IT Projects / Technical Project Management / Subproject Management IT Change Management (Organisational and IT) / Requirements Management Coaching of Project Managers, Project Members and Executives Interim Management / Management of Crises Projects / International Project Management

Industry KnowledgeIT, Insurance, Financial Services, Bank, Automotive, Energy Management, Pharmaceutical, Aviation, Railway, Public Sector, TV/Media, Logistics, Smart Home, Publishing, Industrial Automation

Education Executive MBA [2014], East Asian Management (Univ. of Applied Sciences Bremen) – GPA: 1.6 M.Sc. in Computer Science [2006] (University of Applied Sciences Darmstadt) – GPA: 1.2 Diplom-Informatiker (FH) [2003] (University of Applied Sciences Frankfurt) – GPA: 1.0

Received FERCHAU award as the best graduate of the year

Professional Certifications

Project Management Professional (PMP) – PMI PMI Agile Certified Practitioner (PMI-ACP) – PMI PRINCE2 Practitioner – Axelos PRINCE2 Agile Practitioner – Axelos PRINCE2 Foundation – Axelos Professional Scrum Master I (PSM I) – Scrum.org Professional Scrum Product Owner (PSPO I) – Scrum.org IREB Certified Professional for Requirements Engineering (CPRE), Advanced Level -

Requirements Elicitation and Consolidation IREB Certified Professional for Requirements Engineering (CPRE), Foundation ITIL V3 Foundation – Axelos Microsoft Office Specialist (Excel, Word and PowerPoint)

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Paraschos Pentas Consulting ® Profile Paraschos Pentas

Brief IntroductionSenior project, program, and portfolio manager with profound experience in the fields of project management, management consulting, and IT. Project auditor, coach, and crisis manager. Expert in traditional (waterfall) as well as agile project methodologies. International assignments at numerous large companies in various industries and countries. Very broad technological knowledge and expertise in the software industry.

Language Skills German: Native speaker Greek: Native speaker English: Business fluent (Level C2, Cambridge Certificate of Proficiency in English) Chinese (Mandarin): Good language skills (Level B2, upper intermediate, HSK4) Hungarian, Spanish: Basic knowledge

Overview of Professional Career

Since 08/2010 Paraschos Pentas Consulting Freelancer (Project Management, IT Consulting, Management Consulting)Project assignments for the following customers: AbbVie Deutschland, Daimler AG, Freudenberg Sealing Technologies, Techem Energy Services GmbH, Standard Life Assurance Limited, Fresenius Netcare GmbH, Deutsche Bank AG, Swiss Re, digitalSTROM AG, ZDF (German television broadcaster), Deutsche Vermögensberatung AG

Since 12/2019 Pentas Management Consulting GmbH Founder and Managing Partner – www.pentas-mc.com

11/2008 – 06/2010 m2p Consulting GmbHManaging Consultant TechnologyProject assignments at the following customers: Deutsche Lufthansa AG, Air India NACIL, Airport Berlin Brandenburg International, Lufthansa Cargo AG

03/2006 – 09/2008 Capgemini sd&m AG Software EngineerProject assignments at the German Federal Office of Administration, the Swiss Railway SBB

04/2002 – 08/2003 BARCO Orthogon AGSoftware Engineer (Graduand) Software development with C/C++ in the domain of air traffic control (radar data exchange)

03/2001 – 08/2001 Renishaw plcSoftware Engineer (International Internship, UK)Conception and implementation of a solution for the automatic testing of a CMM controller in the domain of industrial automation (precision measurement)

04/1996 – 10/2000 WM Gruppe/BörsenzeitungSoftware Engineer / Clerk (Working Student)Participation in various projects as a software developer (C/C++, Visual Basic)Instruction of trainees in the programming languages C/C++Data entry, verification and cleansing of securities master data and investment funds

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Project Selection (Excerpt)

Senior Project Manager at bei AbbVie Deutschland, Ludwigshafen (Remote) [2020]

TopicDevelopment of a software-based reporting solution based on JasperReports (Jaspersoft) for the laboratory information management system (LIMS) of a pharmaceutical company in a global project setup. Execution of the project in a validation environment (pharmaceutical technology), based on ServiceNow for the digital workflow management

Tasks

Management of an international project in a purely virtual project environment with multiple stakeholders and external companies from the US, Germany and India across 4 different time zones. Contracted by the research department of an international pharmaceutical company

Takeover of a running project after completion of one phase and review of the current situation Conduction of lessons learned sessions and interviews with the project team and the

stakeholders for the purpose of evaluating the previous work and to plan the new project phase Conduction of a kickoff meeting in collaboration with the portfolio management of the customer Establishment of the project communication procedures, including regular weekly meetings

with the IT and the Business Department as well as regular weekly status meetings with the teams Business Systems Analysis, Technology/Development, and Validation

Creation of a detailed project plan. Moderation of multiple estimation and planning workshops with the project team for the creation of a common project plan

Continuous progress tracking throughout the project execution phase; Escalation of issues to the portfolio management; Regular reporting to the steering committee of the project

Consultation of the customer with the regard to the improvement of existing PM processes Collaboration with the customer PMO and participation in trainings on validation and Clarity

Key Words

Pharmaceutical, Pharmaceutical Technology, Validation, LIMS, Laboratory Information Management System, Reporting, Jaspersoft, JasperReports, Project Management, Consulting International Project Management, Virtual Project, PMO, Clarity, MS Project, ServiceNow, SharePoint

Project Management Consultant, Project Auditor, Senior PMO at Daimler, Stuttgart [2018/19]

Topic

Replacement of a time management legacy system with an SAP standard solution (SAP HCM). Standardisation and optimisation of all time management processes as well as centralisation in a Shared Service Center (SSC). Migration and rollout of the new solution at various customer factories and complete integration into the customer’s IT landscape. Project methodology based on a combination of traditional and agile approaches (use of Scrum, Kanban)

Tasks

Review and assessment of a major customer project, including the project approach and the project governance as well as ongoing direct consultation of the project steering committee (senior management IT and HR)

Review of the project management processes in the areas integration, scope, schedule, risk, quality, resources, communications, stakeholder

Assessment of the agile project approach and consultation with regard to optimisation Assessment and restructuring of the project committees (new project organisation), including

communication procedures, reporting, and escalation mechanisms Approach: Conduction of interviews with the various project teams; participation in project

meetings (project committees) and agile events (dailies, planning meetings, reviews, retrospectives); analysis of project documentation

Definition of a catalogue of measures and recommendations based on the insights gained from the project assessment. Consultation and support of the customer in the implementation of the measures

Setup of a central risk management process Conduction of a comprehensive risk assessment covering all subprojects and project topics.

Moderation of subsequent workshops with the leadership team for the purpose of defining risk response measures and assign risk ownerships

Key Words

Automotive, Time Management, Replacement of Legacy System, Shared Service Center, SAP HCM, Process Optimisation, Migration, Rollout, Integration, Project Audit, Senior PMO, Management Consulting, Project Management, Risk Management, Risk Assessment, Scrum, Kanban

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Senior Consultant Program Management at Freudenberg Sealing Technologies [2018]

TopicTransition of a warehouse to a new building and with a technological upgrade based on SAP ERP/ EWM. The program scope included the construction of the new building, the setup of the infrastructure, the implementation of a full automation in the new warehouse (IT and machines), solutions for labelling, packaging, carrier integration, warehouse management, and the transition management

Tasks

Consultation and support of the customer with the setup of a new program for the scope described above. Assignment in the customer PMO

Setup of the program organisation, including all committees and projects. Definition of the central roles and responsibilities for the individual projects, especially with regard to the respective project manager positions

Definition of the program scope and high-level definition of the individual project scopes Creation of a plan for the overall program (schedule), including the timelines and main

dependencies for all constituent projects. Conduction of multiple planning workshops with internal and external stakeholders for this purpose

Stakeholder analysis, setup of the program governance, definition of the reporting procedures, and the stakeholder communication procedures (communication plan)

Risk Management: Identification and first assessment of risks. Definition of mitigation measures and responsibilities for the handling of identified risks

Estimation of the required overall program budget Presentation of the program to the executive management of the customer and support

with achieving the program approval (organisation, scope, schedule, budget)

Key Words

Logistics, Warehouse Transition, Warehouse Automation, SAP ERP/EWM, Program Management, PMO Consulting, Project Management, Management Consulting

Senior Project Manager at Techem Energy Services GmbH, Frankfurt [2017]

Topic

Introduction of a new CRM system and data migration from the legacy system to the new system. An existing ticketing system (Peregrine) was replaced with BSI CRM, which was integrated with a number of existing internal systems (SAP and other legacy systems). Apart from ticketing functionality, the new system comprised additional functionality, mainly system-based processes to guide the customer service team and various other business departments through the system by means of workflows

Tasks

Assumption of responsibility for an ongoing crisis project and current state analysis. Restructuring of the project organisation and the project governance. Change of the overall project methodology from agile to traditional with agile elements, based on Scrum

Creation of an integrated project plan, including replanning of the migration Project staffing based to the roles from the project plan, including key positions (test manager,

infrastructure coordinator, technical migration coordinator, and tester). Acquisition of internal and external resources for the project, including creation of skills profiles and conduction of interviews

Project management of a 40-people team with multiple subprojects / work streams and an external company as well as continuous monitoring and controlling of the progress

Continuous stakeholder management, incl. the CEO, senior management, PMO, works council, other projects. Regular conduction of steering committee sessions with the executive management

Establishment and direction of a task force for the stabilization of the total system as well as daily progress reporting to the CEO

Establishment of a change management process for the overall project and a change control board with weekly meetings to enable a controlled decision-making regarding change requests

Establishment of a systematic risk management and weekly risk review meetings with all the stream leads. Application of mitigation measures, including escalations to the senior management

Creation of a lessons learned documentation for the project, including concrete current and future measures

Key Words

Energy Management, CRM Introduction, BSI CRM, Migration, Integration, Process Optimisation, Peregrine Ticketing System (HP), SAP, Replacement of Legacy System, Project Management, Scrum, Task Force, Crisis Project, Change Management, Risk Management, Stakeholder Management

Senior Project Manager / Multi-Project Manager at Standard Life Assurance Ltd [2016/17]4/10

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Topic Management of multiple projects within a transformation program of the customer relationships department. The key focus areas of the program were automation, digitisation, and cost reduction

Tasks

Classic project management in an international environment, including the customer locations in the UK and Germany. Among others, responsible for the following projects in the role of the project manager: Captiva Automation: Implementation of a pilot for automatic text recognition based on the

software Captiva. International tender with participation of companies from Germany, the UK, and India. Management of the overall project, including the external company that developed the pilot as a proof of concept. Assessment and presentation of the pilot results to the senior management

New Digital Contact Center: Replacement of the current telephony solution (hardware and software) in the Call Center of the customer by a new cloud-based solution. Coordination of a large number of stakeholders, including the external telecommunication provider of the new telephony solution. Support of the customer with the process optimisation in the call center

Optimisation of Multi-Channel-Sales: Investigation of the inbound customer and broker communication through the channels phone, mail, email, fax, Internet, Extranet, including a calculation of the costs per channel for the most important demand types. Restructuring and optimisation of the channel allocation per demand type through automation and self service capabilities with the goal of increasing efficiency and reducing costs

Captiva Upgrade: Analysis of the upgrade of the Captiva software in collaboration with the parent company from the UK. Creation of a migration concept for the upgrade, calculation of the migration and maintenance costs. Assessment of risks and definition of measures

Key Words

Insurance, Digitisation, Transformation, Automation, Cost Reduction, Tender, Project Management, Multi-Project Management, International Project Management, Captiva, Text Recognition, Pilot, Proof of Concept (PoC), Document Management, Workflow Management, Content Management, Call Center, Telephony, Process Optimisation, Multi-Channel-Sales

Senior Project Manager, Senior PMO at Fresenius Netcare GmbH in Bad Homburg [2016]

Topic

Global migration from IBM Lotus Notes to Microsoft Office 365 in 72 countries and for ca. 80.000 users worldwide. The purpose of the project was the assessment and approval of the undertaking, as part of an overall migration program. 2 external companies were contracted to carry out the work and were managed by a PMO. The project scope included: Current state analysis, high-level concept and target architecture, planning of the overall migration, business case, risk assessment, calculation of migration costs and savings, contract preparation, license negotiations, management of program approval

Tasks

Project Management in a PMO that was set up for the overall migration program. Responsible for the following tasks: Coordination and controlling of the two external providers with respect to scope, quality, time,

and costs Coordination of requirements and deliverables (scope) with the 2 contracted companies Definition of work streams and activities as well as creation and continuous maintenance of

project plans using MS Project Stakeholder identification and continuous stakeholder management Risk Management Creation of effort estimations and monitoring of running project costs Composition of proposals for the client’s internal customers (Fresenius Kabi and FMC) Participation in technical workshops as well as definition, delegation, and monitoring of

task for the project members using MS SharePoint Creation of project documentation, such as minutes, project brief, decisions, open issues, etc. Project reporting: Organisation and moderation of the regular project jour fixe Quality assurance by means of reviews of various documents and work results Onboarding of new project staff Creation of various presentations for the project using MS PowerPoint

Key Words

Pharmaceutical, Migration, Microsoft Office 365, Cloud, IBM Lotus Notes, Program Management, Project Management, Senior PMO, Provider Management, Vendor Mgmt., Controlling, Infrastructure

Senior Project Manager, Senior IT Consultant, Requirements Manager at Swiss Re [2014/15]

Topic International tender project for the global introduction of a company-wide software platform for the

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integration of various external information providers. The aggregation platform served as a central information hub for 11.000 users worldwide (via GUI/Portal) and for business applications (via API), offering a uniform access to a wide range of information. The list of external information providers included Dow Jones, Bureau van Dijk, A.M. Best, Axco, Standard & Poor’s, Bloomberg, Thomson Reuters, LexisNexis, Conning, SNL as well as a variety of social media

Tasks

Project management in a global environment (Switzerland, USA, UK, India). Planning and controlling of all activities on-site in Zürich and management of a distributed team

Comprehensive stakeholder management of numerous customer areas and external companies Continuous consultation of the customer, including the senior management, various business

departments, and IT experts Coordination and conduction of a comprehensive study (current status analysis) that

provided the basis for the overall project. Moderation of numerous workshops with business and IT experts. Composition of a final report with all results, covering 20 systems and over 50 interfaces

Requirements analysis and specification of the new software platform. Based on that, composition of the tender documents (RFI and RFP documents) and of an architecture blueprint for the future solution

Coordination of the tender process with the external providers. Management of 12 different potential vendors worldwide using a structured multi-stage process

Systematic evaluation of the submitted tenders on the basis of the requirements as well as final vendor selection using a detailed scoring procedure and the assessment of proof of concept implementations for the solution from the 2 favoured providers

Key Words

Reinsurance, International Project Management, Tender, Stakeholder Management, Study, Proof of Concept (PoC), Information Platform, Information Hub, Information Research, Integration, Requirements Management, Requirements Engineering, Provider Management, Vendor Management

Senior IT Consultant, Senior Analyst, Project Coordinator at ZDF in Mainz [2012/13]

Topic

Conduction of a current status analysis of a mainframe application in the time management domain (scheduling, time registration, overtime billing). Creation of a comprehensive documentation with all results. The project was the first phase of a subsequent host migration and the analysis included multiple applications within the customer’s IT-landscape. The final documentation was used for tendering the successor system

Tasks

Analysis of the overtime billing application on the IBM mainframe, including a variety of interfaces to other applications both mainframe applications and external client-server applications

The project approach was based on: the conduction of structured interviews with the system owners, the business department, and the developers; a detailed analysis of existing documentation; a source code analysis of the host modules

Composition of a more than 400-page result documentation consisting of: overview of the current state time management IT landscape; implemented requirements; high-level process flows and detailed flows from the source code analysis; set of rules; data catalogue; exception handling and error messages; glossary; specification of all interfaces; current authorisation concept; quantity structure (current and future); weak-point analysis current system; future requirements

Coordination and moderation of all workshops with the abovementioned stakeholders Coordination of the source code analysis of the COBOL modules, as well as coordination of

QA measures (reviews) for the created documentation Support of the customer in the planning of the overall multi-year host migration project.

Creation of a detailed project plan with all phases Regular status reporting to the customer’s senior management, as well as initiation of

required steering activities for successful project completion

Key Words

Media, Television, TV, Public Service Broadcaster, Time Management, Overtime Billing, Legacy System, Host Replacement, IBM Host, COBOL, Actual State Analysis, Creation of Tender Documentation, Tender, Migration, Project Management, Planning, Requirements Engineering, UML

Multi-Project Manager, IT Consultant, CR Coordinator, Requirements Eng. at DVAG [2011/12]

Topic Work on the following projects and topics for the customer, partly in parallel: Further development of the customer’s online system (CRM system) for the external sales

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staff in the role of the CR coordinator and requirements engineer. Agile development process Management of a cross-functional project for the restructuring of the login and emergency

processes of the customer’s online system, including the prior specification of the solution Management of a cross-functional project for the rollout of a new iPhone-application in the

security domain for the external sales staff of the customer. Prior specification of the solution as well as coordination of the development by an external company

Introduction of a knowledge management system for the customer service department (call center). Customer consultation, requirements prioritisation and evaluation for the product selection

Introduction of a cloud-computing software at the customer in the role of the requirements engineer. Requirements analysis and specification of an iPad-App that was used as a client for the cloud-solution. Agile software development project, based on Scrum

Tasks

Management of various projects, as described above, including total stakeholder management Requirements analysis and specification in coordination with the external sales staff, the

business department, the IT-department, and external providers Coordination of change requests for the further development of the customer’s online system

and creation of effort estimations Creation of high-level concepts and detailed specification Quality Assurance: Review of various concepts, support of QA staff during software testing,

execution of tests and documentation of test results and solutions Consultation of the customer with regard to optimising existing processes within the IT-

department. Consultation in tender for selection of knowledge management system

Key Words

Insurance, Bank, Financial Services, Investment Consulting, Project Management, Multi-Project Management, CR Coordination, Requirements Engineering, Knowledge Management, Sales, Sales Representatives, Tender, Call Center, Cloud, Agile, Scrum, App Development, iPhone, iPad, CRM

System Analyst, IT Consultant at Deutsche Lufthansa AG, Frankfurt [2009/10]

Topic

Migration and modernisation of an existing crew management IT system landscape, which covered all phases of the crew planning process (pairing & rostering) as well as the handling of crew master data. The implementation of the new integrated system was done by 2 external companies. The scope of the project included a step-wise replacement of the mainframe applications over a multi-year time period. International project environment with companies from Germany, Sweden, and the US

Tasks

Analysis of the present IT system landscape with a special focus on the interfaces among the involved systems, including numerous mainframe, decentralised and portal systems

Continuously in charge of around 40 different IT interfaces to be migrated, both from a subject-specific viewpoint and with regard to the coordination of the work (stakeholder management). Regular status reporting to the overall IT project manager

Conduction and moderation of interviews and requirements workshops with the customer’s system owners, the operators of the existing IT-systems, and the two external vendors

Responsible for the coordination and fulfilment of the customer’s provisions/obligations towards the external vendors, in particular by means of providing information about the current interfaces, after conducting the actual state analysis

Controlling and quality assurance of the vendors’ work and deliverables (usually detailed technical specifications), including coordination of reviews by the customer’s system owners and system operators as well as escalation of topics to the overall IT project manager

Design of possible solutions for the interfaces of the future system Regular participation in risk status meetings for the review of project risks and the definition of

counter measures

Key Words

Aviation, Airline, Migration, Crew Management, Host Replacement, UNISYS Host, Stakeholder Management, Actual State Analysis, Interface Analysis, Requirements Engineering, Controlling, Provider Management, Vendor Management, Quality Assurance, International Project Management

Project Manager and Management Consultant at Air India NACIL in Mumbai, India [2009]

Topic International tender project for IT systems for the implementation of a company-wide Integrated Operations Control Centre (IOCC) at a major Indian airline. Apart from the tendering of the required IT systems, the project scope included major organisational changes within the airline after a merger.

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This organisational transformation was based on the insights gained from a detailed evaluation of the customer processes (actual state analysis)

Tasks

Project management in an international environment (India and Germany). Management of Indian staff in Mumbai and the German colleagues in Frankfurt

Continuous management of a large number of project stakeholders in India in a very complex and dynamic environment (post-merger situation)

Conduction of more than 20 interviews with the customer’s top management (including the Chairman) for the purpose of capturing the customer’s strategic requirements. Creation of a Business Vision Report document with all results and as a guideline for the overall project

Conduction and moderation of more than 30 workshops with the customer’s business experts representing 11 different process areas. Documentation of the existing business processes and review of the results in coordination with the own aviation experts from Germany

Composition of findings and issues based on the business process analysis as well as preparation and presentation of recommendations and quick wins for process optimisations to the customer’s top management

Specification of the requirements for the new integrated IT systems of the airline (creation of tender documentation for the IT part)

Participation in the creation of the remaining tender / RFP documents and management of the tender process, including evaluation of bids and vendor selection

Key Words

Aviation, Airline, Project Management, International Project Management, Management Consulting, Strategy, Tender, Operations Control Centre (OCC), IOCC, Post Merger, Stakeholder Management, Process Analysis, Process Optimisation, Creation of Tender Documentation, Requirements Engineering, Change Management

IT Consultant, Software Architect at the Airport Berlin Brandenburg International, Berlin [2009]

Topic

For the operation of a new airport, all required IT systems for airport traffic control were published in a tender during this project. The project scope comprised an analysis of the present IT systems at the existing airport, the creation of all tendering documents, including a detailed blueprint for the future integrated IT architecture, as well as the management of the whole tendering process. Due to the crisis situation, the assignment was fulfilled in a task force mode

Tasks

Analysis of the existing landscape of IT systems at the airport. For this purpose, about 20 interviews with various system experts of the customer were conducted and existing documentation was evaluated

Specification of functional and non-functional requirements for the new IT systems in coordination with the customer and by making use of the requirements and modelling tool ARCWAY Cockpit

Creation of a comprehensive concept for the IT architecture (blueprint) of the new traffic control system as a part of the tender documentation. A special focus was on the Enterprise Service Bus as the central component of this architecture. Detailed specification of all systems and interfaces involved in the architecture concept

Creation of all required tendering documents by using the requirements specified in the tool ARCWAY Cockpit, the IT-architecture blueprint as well as additional customer guidelines and regulations

Support with the management of the overall tender process, e.g. organization and moderation of bidder conferences at the airport, coordination of vendor activities, coordination of tender document creation

Key Words

Aviation, Airport, Traffic Control Airport, Task Force, Tender, Project Management, Actual State Analysis, Creation of Tender Documentation, Requirements Engineering, IT Architecture, Architecture Concept, Service-Oriented Architectures (SOA), Enterprise Service Bus (ESB)

Senior IT Consultant, Test and Rollout Manager at Lufthansa Cargo AG, Kelsterbach [2008/09]

TopicThe purpose of the project was the launch of a new, Web-based software solution for virtual telephony (“Web-ACD”) at different sales locations of a major German cargo airline. The whole project was part of a larger program to restructure the customer’s sales strategy. The rollout of the new solution took place successively at the different sales locations of the customer

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Tasks

Composition of an operational and emergency concept for the launch of the Web-ACD system taking into account the existing business processes at the different sales locations of the customer. For this purpose, an initial current state analysis was conducted

Composition of a specific system documentation of the new software for submission to the client’s works council (background: worker participation regulations). The requirements for this documentation were clarified beforehand with the works council

Coordination and support of the rollout of the new software at several customer sales locations (Düsseldorf, Kelsterbach). The coordination involved the external telecommunications provider of the telephony infrastructure who also developed the Web-ACD software

Planning of tests for the telephony solution as well as test execution in collaboration with the sales staff. A special focus was on the emergency scenarios used in the event of problems, such as failure of one location and application of rules for switching to another location

Training of sales staff at the locations Düsseldorf and Kelsterbach during the rollout of the new telephony software

Support of sales staff after the rollout with the use of the software, including troubleshooting during system operation

Key Words

Aviation, Airline, Logistics, Sales, Call Center, Telephony, Telecommunications, Web ACD, Automatic Call Distribution, Rollout, Project Management, Provider Management, Test Management, Actual State Analysis, Conception, Operational Concept, Emergency Concept, Works Council, Worker Participation, Training, Operational Support

Software Engineer, IT Consultant at German Federal Office of Administration (BVA) [2007/08]

TopicWithin the scope of the overall project AZR/VISA the contractor (software company) was assigned the task of maintaining and further developing the customer’s IT systems. The purpose of this subproject was the maintenance of the customer’s existing software systems on the basis of a five-year contract. This comprised both bug fixing and the addition of new functionality to the software systems

Tasks

Maintenance and further development of a complex workflow application using a variety of different technologies, systems, and tools

Fixing of software errors Communication with the customer’s business and IT departments for the purpose of

discussing and clarifying change requests Analysis of customer change requests and reproduction of business scenarios with the

software Composition of change request documents and effort estimations as a basis for the

creation of proposal documents for the changes Conception, implementation, and testing of the solutions Specification of functional test scenarios by using the test framework STF/FIT as well as

automation of test execution Support of teams of other subprojects within the overall project AZR/VISA, which were using

the maintained software systems

Key Words

Government, Public Sector, Public Adiministration, Software Development, Software Maintenance, AZR, Central Register for Foreigners, VISA, Visa Procedure, CR Coordination, Requirements Analysis, Conception, Implementation, Test, Test Specification, Test Automation, Java, Eclipse, IBM WebSphere, Borland Application Server, Apache Webserver, Tomcat, Swing, Operating Systems SuSE Linux and MS Windows, Host BS2000, LDAP, Oracle, Scarab, Test Framework STF/FIT, Sparx Enterprise Architect, UML

Business Analyst at Swiss Railway SBB in Bern, Switzerland [2007]

Topic The purpose of the project was the specification and development of a software system for the sales of railway tickets for international passenger transport. The system integrated national ticket service providers of multiple countries and made use of a variety of sales channels, including the Web shop and the sales outlets of the customer. The main task of the contracted software company was the functional specification of the solution. The development was done in mixed teams (customer and

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various vendors). Agile software development process, using Extreme Programming

Tasks

Requirements analysis and requirements specification in close collaboration with the customer’s business department. Documentation of the requirements by means of UML use cases. Since the implementation had begun prior to the conception of the solution, some requirements had to be elicited through reverse engineering

Preparation and moderation of multiple workshops with functional and technical experts of the customer

Composition of a comprehensive functional specification for the solution in a team, using the CASE tool Borland Together and the UML

Conception and implementation of a mechanism for automatic content generation from the CASE tool Together for the whole specification team

Support of the quality assurance team in the specification of functional test scenarios and the creation of test data

Definition of a review process for the work results of all business analysts and management of the reviews (organisation and leadership)

Key Words

Railway, International Passenger Transport, Ticket Service Providers, Web Shop, Online Store, Business Analysis, Requirements Analysis, Requirements Specification, Functional Specification, Requirements Engineering, Test Specification, UML, CASE Tool, Document Generation, Borland Together, Agile, Extreme Programming

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