Interims Manager / Senior SAP HCM Berater

Project Overview
*This list contains those projects on which I was either team member or workstream lead. All other tasks such as demand management, assisting support, regular training, etc. are not listed.

January 2017 – June 2018
Company W.L.Gore & Associates GmbH
International Project: App Rationalization Project
Budget: unkown
Countries: 25 countries
Project members: 5
Task: Assessment of > 70 HR systems globally in the existing IT landscape and definition of a system consolidation roadmap; identification of quick wins for consolidation; coordination of external HR and HR IT consultants


January 2016 - today
Company W.L. Gore and Associates GmbH
International Project: IT Transformation Project
Budget: unkown
Countries: 25 countries
Project members: >100
Task: Definition of processes and templates to implement PMO and support projects, teaching Business Analysts (training on the job); Demand Management: coordination of incoming requests incl. approval, creation of scorecards, prioritization of IT projects, consulting of the HR PMO leads and training of how to do demand management


January 2015 - December 2015
Company Linde AG
International Project: Implementation of a global Talent Profile & Succession Planning in Nakisa
Budget: unkown
Countries: 60 countries
Project members: 20 (core team and extended core team member (regional SMEs and Process Owners))
Task: Definition of authorization roles according to the naming convention and approach of the global concept; Global coordination of the user acceptance testing including required regression testing


November 2014
Company Linde AG
International Project: Portal Upgrade EhP4 to EhP7
Budget: unkown
Countries: 60 countries
Project members: 20 (core team and extended core team member(regional SMEs and Process Owners))
Task: Assured required config adjustments within Performance Management were analyzed and implemented; Managing the Fit GAP Analysis (moved from JAVA to webdynpro for ABAP) and coordination of required authorization changes and global coordination of the regression testing incl reporting on progress and defects


October 2010 - April 2013
Company Linde AG
International Project: Implementation of Performance Management, 360 Degree Feedback & ECM in SAP HCM
Budget: unknown
Countries: 60 countries
Project members: 20 (core team and extended core teams (regional SMEs and Process Owners))
Position: Global Workstream Lead Performance Management
Task: Definition of a global process, supported the business to elicit and document the requirements; Solution design of the UI of relevant system functionalities and related reporting, coordination of the translation effort (UI for end users translated into 18 languages) ; decision maker regarding solutions (web dynpro & Java based PM solution in EhP4); Responsible for meeting the budget, timelines and defined scope; Planning and coordination of the global Testing cycles incl reporting on progress, defects etc. Support in implementation of Comp & Ben and 360 Degree Feedback


December 2010 - June 2011
Company Linde AG
International Project: Definition of a global SAP HCM authorization concept incl. Active Directory, Portal and backend groups and roles
Budget: > 1 Mio EUR (incl. licensing)
Countries: 60 across the globe
Project members: 20 (core team and extended core teams (regional))
Position: Global Workstream Lead
Task: Creation, coordination and definition of a global authorization concept incl. portal standard access driven by AD user; ESS, MSS groups, backend roles for all existing HR functionality. This concept allowed us to eliminate individual system access and to create generic, position driven roles, which made it much easier and faster to add new functionalities or enhance it. Portal access was driven by AD user according to their AD domains and automatically allocated default portal roles depending on their location.


January 2010 - May 2010
Company Webasto AG
National Project in Germany: Implementation of a new global authorisation concept, including structural and context sensitive authorisations.
Budget: Unknown.
Project members: 6
Position: Team member
Tasks: Consulting the business in creating the position based concept of system access, configuration of general functional roles and assigning these to the system users


January 2010 - February 2010
Company Webasto AG
National Project in Germany: Implementation of the e-payslip in ESS
Budget: Unknown.
Project members: 6
Position: Team member
Tasks: Consulting the business regarding UI concept to assure user friendly set up; created the concept & documentation, Defined structure & configured the portal including Navigation level and iViews


February 2009 - June 2009
Company Webasto  AG
National Project in Germany: Implementation of the contract management (Add On of the company Circle Unlimited)
Budget: Unknown
Project members: 4
Position: Team member
Tasks: Consulting the business in creation of the concept and contract management structure; configuration and implementation of the Add On, integration in SharePoint and coordination of the TREX implementation


January 2009 - March 2009
Company Webasto  AG
International Project: Implementation of the leave request functionality in ESS
Budget: Unknown
Project members: 4
Position: Team member
Tasks: Consulting and training the business SMEs; configuration of SAP HCM leave request in backend and portal iViews


January 2008 - August 2008
Company E.ON Holding
International Project: Replacement Training & Event Management with LSO including eLearning and ESS/MSS functionality
Countries: ca. 20
Budget: ca. 1.2 Million EUR
Project members: 20
Position: internal consultant
Tasks: Advising the head office regarding the international implementation of LSO in the company group E.ON Energie AG; Consulting in the area of education and training management (set up of qualification and training catalogues, job families etc.), Defined global processes, data models and KPI’s due to my role as Global Process Owner of Talent Management


December 2007 - December 2008
Company E.ON Energie AG
International Project: SAP HCM Core System - Rollout in UK & Sweden
Budget: 25 Million EUR
Project members: >100
Position: workstream lead, core team member and Global Process Owner of Talent Management & Compensation & Benefit
Tasks: Review of Business Blueprints,
Effort estimation & Budgets,
Support with change management including interfaces with other project parts when they touched on Personnel Development functionality; project management of the Project parts listed below


December 2007 - December 2008
Company E.ON Energie AG
International Project: Rollout Performance Management in the UK and Sweden including ESS/MSS
Countries: UK and Sweden
Budget: 620K EUR (within the 25 Mio EUR above)
Project members: 8
Position: workstream lead and Global Process owner of Talent Management
Tasks: Rollout of Performance Management in the UK und Sweden including. ESS/ MSS;
Volunteered as Ramp up customer for EHP4, so the on-offline functionality of forms could be implemented.
Leading, guiding and supporting team members with the creation of the business blueprint, as well as its implementation 
Made decisions with regards to SAP solutions & design, (Content Server, replacement of BSP based German Perf Mngmt with web dynpro); Responsible for managing the budgets & timelines; Support, planning & review regarding tests (creation of test cases/ scenarios)


December 2007 - December 2008
Company E.ON Energie AG
International Project: Global implementation of Compensation & Benefits (ECM) Pilot in UK and Sweden including ESS/MSS
Budget: 150K EUR
Countries: UK and Sweden
Project members: 8
Position: Workstream lead and Global Process owner of Comp & Ben
Tasks: Rollout of Comp. & Ben. in the UK und Sweden including ESS/ MSS;
Leading, guiding and supporting team members with the creation of the business blueprint, as well as its implementation 
Make decisions with regards to global process harmonization, SAP solutions & design;
Responsible for managing the budgets & timelines;
Support, planning & review of the testing (creation of test cases/ scenarios)


December 2007 - August 2008
Company E.ON Energie AG
International Project: International Test Manager for the entire project in the UK and Sweden including. ESS/ MSS
Budget: Unknown
Countries: UK and Sweden
Project members: 4
Position: workstream lead
Tasks: Creation of global test concepts: Develop guidelines regarding the creation of test cases and scenarios; Planning & coordination of separate test phases for the different project parts, allocate test cases to SME’s, definition of dashboards on issues, testing progress, defects etc.


November 2007 - January 2008
Company E.ON Energie AG
Project in Germany: Enhancement of the Performance Management (PM) including. ESS & MSS
Budget: 185K EUR
Project members: 13
Position: Project leader
Tasks: Enhancement of the Perf. Managements, including adapting the interface to an external database for talent review & succession planning
Leading also in the role of the Global Process Owner, guiding and supporting team members with the definition & decision making process and implementation of the project requirements; Responsibility for managing the budgets and timelines and quality of the project work


April 2007
Company E.ON Energie AG
International Project: Rollout SAP HCM in Romania
Budget: 300K EUR
Project members: 20
Position: Project member (ad hoc substitution due to sick leave)
Tasks: Training Romanian Key user in SAP HCM,
Conducted several trainings in PY; PA;
Reporting in Munich and Iasi (Romania),
Assisted in the development of training documentation.


January 2007 - October 2007
Company E.ON Energie AG
International Project: Implementation of SAP PY, PA; OM in Eastern Europe
Budget: ca. 300K EUR per country
Countries: Romania, Czech Republic, Hungary, Slovakia, Bulgaria
Project members: 20
Position: Project member (ad hoc substitution due to sick leave)
Tasks: Supported to manage and direct team members with the creation of the local business blueprint for Eastern European countries, including harmonising and mapping of existing values to the new naming conventions, number ranges etc.


January 2007 -  April 2007
Company E.ON Energie AG
International Project: Global Concept Development of the future Core HR System
Budget: unknown
Project Member: 15
Position: Workstream Lead
Tasks: Development of a global concept including global Data Model, naming convention, number ranges etc. for the Payroll, Personnel Administration and Organizational Management. This has been the basis for the entire international roll out of the Core HR Model in all countries


August 2006 - January 2007
Company E.ON Energie AG
Project in Germany: Implementation of Performance Management (PM) Including. ESS and MSS
Budget: 250K EUR
Project members: 13
Position: Workstream lead
Tasks: Rollout of the PM in 7 German subsidiaries of E.ON Energie AG group, including an interface to an external database;
Leading, guiding and supporting the business team members in the definition and implementation of the project requirements; Responsibility for managing the budgets and timelines; Acting in my role as a Global Process Owner and driving process harmonization effort
*Note: I was a payroll & taxation specialist in the HR department of the law firm from January 2003 until March 2006 and was involved in the set-up of the system. There were no specific Projects conducted at this time.


December 2002 - January 2003
Company: Haarmann Hemmelrath Int. Services GmbH
Project: Implementation of SAP HR: PA, PY
Countries: 1 incl. Payroll; 20
Project members: 4
Position: SME Payroll and International Taxation
Tasks: Successful implementation of the standard modules PA, PY within 1.5 months ca. 1200 employee data records were migrated and the error rate in the payroll & HR data maintenance was less than 1%