Schlagwörter
Skills
Projekthistorie
HELABA started the development of its credit risk management system in the early 2000s as a client server application with a SQL Server backend and an MS Access frontend. Within 15 years of time the complexity grew into a software hog with more than a million lines of code. German joined the Team BI in order to maintain the current system as well as to develop a new modern frontend. After modelling the application and adding a debug code trail to the software he was able to quickly analyze and resolve outstanding issues as well as expand functionality of the backend and the multiple frontends (MS Access, Excel, Word, half a million lines of code each in complex object oriented design patterns…). Quickly he became known as all-round trouble shooter for MS Office and VBA related issues. In the meantime, he (co-)developed the new .Net frontend for the credit risk management application as well as numerous other databases as well as complete applications, for example an HR Reporting database based on SAP data. For detailed statistical analysis of operational risk data, he created R-scripts i.e. classes. Currently he is the responsible Systems Manager for Credit Risk and Operational Risk Applications.
Aegon started the improvement project at the beginning of 2016. German joined the
initiative in September. After mapping the current situation and bringing the
team up to speed for agile methods he initiated a separate analysis phase to
determine the full range of business and data requirements. This phase resulted
in the documentation and analysis (technical and business wise) of ca. 4000 data
fields and ca. 10.000 lines of SQL code. Meanwhile he designed a relational data
model which was soon replaced for a Data Vault model due to the DQ issues that
were discovered. The current SQL Server 2008 R2 was replaced by a brand-new
Microsoft Azure SQL DB instance (OTAP) with a 4-tier DWH solution (landing zone,
control tables, data vault, data marts) with a SSRS/Power-BI frontend. German
designed and built the DWH-structure, all SQL statements, stored procedures, SSIS
packages and SSRS reports. For detailed statistical source data analysis, he
created R-scripts. Further activities were providing the services of a SCRUM
master and supervising an internship sub-project (scraping pdf data with
PowerShell) and being the technical lead of a team of four people.
Tools: SQL Server 2008 R2, Azure SQL DB, Azure SQL DWH, SQL Server 2016,
PowerShell, VSTS, Visual Studio, SSIS, SSRS, R
Skills: Mortgages, Business Information Analysis, DWH Design/build, ETL, Agile
SCRUM
and controls the data processing. German is responsible for the proper and prompt
solution and handling of infrastructural failures, problems and interactions in
the field of SQL Server, Windows Server, and Sybase ASE. Furthermore, German
developed various reports (HPSC-DWH source) that give in-sight in the performance
of the SOS team, he also developed and implemented a time-management application
in Excel/Access.
Tools: SQL Server 2000 - 2012, Windows Server 2000-2012 (Core), PowerShell, TSM,
HPSC, Excel, Access, Sybase ASE, RHEL7, VMWare vSphere, Oracle 11, IIS, Citrix
XenApp, XenDesktop
The BI Department had just been merged and reorganized; management and
maintenance processes were unclear.
German has analyzed and mapped the processes of the Department. He intensively
involved staff and managers of the Department by using workshops. The processes
were divided into technical, functional and operational management.
Tools: BI, ETL, Data Quality, Cognos, Workshops, ITIL, ASL.
The BUI program was part of the portfolio 'Controlled Change' and had still to be
started up. The BI Department had no experience with project work. The scope of
the program contained a completely new architecture with new hardware, a new DWH,
a new ETL layer, new reporting tools, new reports, new reporting key performance
indicators for the Organization and a new Agile methodology.
German has detailed and written the program planning; he later conducted the
requirements-management. As QA manager he identified (progress) issues and
contributed to finding solutions through workshops or by his own
matter-expertise.
He wrote proposals for the bi-weekly program report on which he tuned with the
project managers and the program manager.
In the role of Scrum Master German taught the BI employees the principles of
Agile, the scrum method and use of scrum-tools like daily stand-up's and the use
of scrum-boards.
The result of German's work was a good running BI program with a clear and
controlled scope with a good working atmosphere.
Tools: Prince2, Scrum, Brown Paper Sessions, Workshops
The purpose of the portfolio 'Controlled Change' was the reorganization of APG.
Parts of the portfolio were programs on staff reorganization, establishment of
new financial processes and a completely redesigned BI architecture. Another
component was a running EPM implementation. German performed QA on this portfolio
and was closely involved in the design of the portfolio management. He was also
involved in the implementation of EPM. He gave technical advice on emergent
issues and was involved in the design of the schedules in EPM and in SAP CATS and
the reports from SAP BI and SAP FICO. He has developed a portfolio KPI dashboard,
a portfolio Registry Tool and an APG wide Portfolio Management Year-cycle.
Tools: Excel/VBA, SAP CATS, SAP BI. SAP FICO, PL/SQL, Interviews, Brown Paper
Sessions
After German had completed the situation analysis, he has written a
project-proposal with two alternatives: 1) Development of an MS Access
application; 2) Implement EPM. ABNAMRO has chosen the second option. German has
done the project start-up and obtained agreements from the IT
architecture-committee, IT security, procurement and Internal Audit. German has
written the project mandate, the PID and the detail plans and presided over a
team of 3 people. Later, German increasingly focused on solving technical
problems and fulfilled the role of foreman lead-architect. He organized the EPM
hosting and did vendor management on the parties such as Microsoft, Perrit,
various self-employed workers, and CGI. German was responsible for requirements
management on behalf of the four departments in the Model Management chain.
German has done the system configuration of MS Project, MS Project Server,
SharePoint, SQL Server, SSRS and SharePoint Server. He did the stakeholder
management regarding the concerned departments, Internal Audit, DNB and other
interested parties within the bank such as DS&A. German was the visionary of the
solution in broad terms but also did the detail of the design, drafting and
aligning use cases with users. He suggested integrated data sets and figured out
solutions for data quality issues and for organizing the ownership of data within
the chain. German has organized the management of the tool at DTS and trained the
functional managers. To the organizational part, German designed new chain
processes relating to the application of the new tool, laid them down in ARIS and
implemented them within the departments. German has realized many management
reports (100 +), he has developed a custom Data warehouse (DWH) including a data
synchronization mechanism in SQL Server.
He also has developed custom MS Project functionality for increased user
friendliness. German has also trained users and administrators for this. The
initial areas of improvement (described by Internal Audit and DNB) were solved
using Microsoft's Enterprise Project Management (EPM) Solution. This is
implemented technically and organizational over the whole Model Management Chain.
The entire portfolio of 160 concurrent modeling projects has been implemented.
Static and dynamic data/information of all financial models were implemented.
German performed extensive customization of EPM with custom SharePoint sites,
custom MS Project functionality and 100+ custom reports and he organized
functional and technical management. Many EPM issues and bugs were fixed in
collaboration with the hosting party and Microsoft Portugal. Finally, German made
a series of thirty instruction movies for both end users and administrators.
Tools: MS EPM, MS Project Server, MS SharePoint Server, MS SQL Server, MS SQL
Server Management Studio, MS SQL Server Reporting Services, PL/SQL,
Excel/VBA/ODBC, MS Project/VBA, SharePoint 2010, Process Analysis, Workshops,
Interviews, Prince2, Scrum, ARIS
Internal Audit and DNB had reported findings on the Model Management (MM) chain.
The status of the actions to be taken by senior management was unclear. German
was asked by an ABNAMRO manager (ex-Fortis, German had previously worked with
him) to analyze the situation in such matters. German started to analyze the
findings of Internal Audit and DNB, the current situation and figured out
concrete management actions to be taken and aligned those with the involved
management. He reported to senior management and to DNB. Then German was asked to
do QA management over the involved (four) departments within the Model Management
chain. To do this, he has developed KPI's and a 'Chain QA Tool' in MS Access. At
first two-weekly then monthly German reported on this KPIs. After departure of
one of the department managers German analyzed the tooling (MS Access) he used
for department control. He then wrote a project proposal for a final QA solution
(MS Enterprise Project Management Solution) and presented this to senior
management. His proposal was accepted, and German could start his next
assignment: Implementing EPM.
Tools: Business Objects, Access, Excel, VBA, workshops, interviews, EPM.
The project for data migration for TIGA: MISTRAL (performed by CGI) was in the
same location as the TIGA program. The project had control issues regarding to
requirements and deliverables. German was by the PM for help. German has
implemented and performed Issue, Change, QA and Configuration Management. For
doing so he developed an application (MS Access). He also made an MS Access
application for time recording. German has contributed to the scope of MISTRAL
requirements and deliverables being in control and the hours could be specified
per deliverable.
Tools: HP Quality Center (QC), MS Access/VBA, workshops, interviews.
TIGA
The goal was to draw up the schedules for the Dry Runs and the Final Run for the
TIGA migration of ABNAMRO. This was a large MS Project planning with about 50
parties and 5000 records. The team encountered some technical and content-related
issues with this MS Project schedule. There was a weekly cycle of delivery of new
schedules, merging, planning and giving feedback to the projects. Based on good
experiences with the German's TIR approach he has been asked to do the same for
TIGA. German has done an information analysis and presented a design with central
use of MS Project and use of Excel for the projects. He built a scheduling
application built with an interface between MS Project, Excel and SharePoint. He
also developed a QA control application for an automated check on the weekly
input stream. He performed the requirements management and he managed the weekly
release of these applications. He has trained users and transferred the
documented applications to IT management (Infosys India). The applications for MS
Project import/export and for QA control have been successfully put into
operation. Partly because of this, TIGA's planning cycle could be successfully
carried out.
Tools: VBA, MS Project, SharePoint, Excel, Workshops, Interviews,
Agile/Scrum.
The existing Bonus system (Excel application) for tobacco outlets did not meet
anymore to the new bonus structures. The very complex system was not documented
and by the many changes in recent years had become very opaque and
uncontrollable. German has carried out an analysis of the existing application.
In doing so he documented the bonus-processes, its information needs and
information flows. He went on to rewrite the Bonus application in an Agile/Scrum
way in cooperation with key users. At the same time, he has documented the system
and trained users.
Tools: VBA, Excel, BIA/BPM, Workshops, Interviews, Agile/Scrum.
There was insufficient insight into the Bank wide scope (Retail, Private, Business Banking, Legal,
IT and Facilities) of the Fortis Rebranding on BOD level. German was asked to
create more insight and transparency in the planning of the program. German also
carried out QA and requirements management. For the visualization of the planning
he created a MS Project interface with PowerPoint, and Visio. He also chaired the
weekly progress meetings with the program managers. Furthermore, one of German's
creative hobbies turned out to be handy at removing a fever-lip in a rebranding
promo film. German has with his efforts contributed to the scope, quality and
control of the Rebranding Program.
Tools: workshops, interviews, Final Cut Pro, Photoshop, MS Project /VBA,
PowerPoint/VBA, Visio/VBA.
There were planning issues (content wise as well as technical) in the integration of Fortis and
ABN AMRO schedules. Fortis and ABN AMRO legal coworkers had no confidence in the
joint legal-merger planning. German has done trouble shooting on technical MS
Project issues. He described Fortis deliverables and inserted into the joint
Legal Merger planning, in doing so he worked extensively with legal employees of
Fortis and ABN AMRO. He built an easy to use MS Project-Excel interface for easy
delivery of basic plans. German dissolved the technical issues with MS Project
and got the Fortis deliverables clear and in control.
Tools: Interviews, Workshops, MS Project/VBA, Excel/VBA.
For the TIR migration a schedule was devised with several dry runs and a final
run. There was a central MS Project planning with about 50 parties and 5000 task
rules. The team had technical and content issues in the development of the MS
Project schedule. There was a weekly cycle of delivery of new schedules, merging,
planning and feedback to sub projects. German was asked by the project leader if
he could solve their problems. Based on an information analysis he proposed a
system with Central MS Project and Decentralized Excel usage. To do this, he has
developed an interface application between MS Project and Excel. To automatically
check the quality of the supplied schedules he has created a QA control
application. He performed the requirements management on these applications and
managed the weekly releases. German has trained users and transferred the result
to IT management (India).
The applications for MS Project import/export (and QA Control application) were
successful. Partly thanks to German's work the TIR planning cycle was successful.
Tools: MS Project/VBA, Excel/VBA, workshops, interviews, agile/scrum.
ING-TANGO-Business Banking
The program for the realization of a new ING Business Bank Department for SME
middle segment was just launched. The incumbent program manager was dissatisfied
with the project leaders and the Program Office. German's primary task was to
reorganize and direct the Program Office. Over time he was commissioned to take
on QA Management, Requirement and Dependencies for the program. He also developed
a "thermometer" application for displaying the progress of the program, he did so
by using MS Project and Excel. By German's commitment the scope and progress of
the program became more in control, partly using the "thermometer" application
developed by him and a clear program governance structure and processes.
Tools: Prince2, MS Project/VBA, Excel/VBA.
There were progress and quality issues within the Call center program
(Call2rING). The program included a dozen projects including RINGO, the project
for a new call-center application. German's tasks were QA, Requirements and
Dependencies Management. He was a sounding board for the Call center Manager and
program manager. He also gave advice for the TANGO SR. QA Management of ING.
German has implemented a weekly QA control cycle and resolved 100 + QA issues. He
also made significant contributions to the QA control of TANGO program.
Tools: Workshops, Interviews, Clarity, Access/VBA.
Implementation in-house EPM
For one and a half years Friesland Bank used LogicaCMG's hosted EPM solution and
wanted a private in-house EPM installation. German has written a Project mandate
and the PID. He was project leader and technical specialist of the technical
installation of EPM on Friesland Bank's infrastructure and of the subsequent
migration of project data. He and his team have successfully installed EPM and
migrated the existing project data.
Tools: Project Server, SharePoint Server, IIS, SQL Server, SQL Server Management
Studio, SQL Server Reporting Services, PL/SQL, Workshops, Interviews, Prince2,
Agile/scrum.
Friesland bank encountered many technical and organizational issues after the
initial implementation of LogicaCMG's hosted EPM solution. German was asked by
the sales manager of LogicaCMG to do Microsoft's EPM training and to resolve the
issues. German has performed the functional management of the hosted EPM solution
of LogicaCMG at the headquarters of the Friesland Bank in Leeuwarden. He was both
1st and 2nd line helpdesk for EPM issues. In the resolution of technical issues,
he teamed up with Microsoft's EPM specialists in Portugal. He has organized and
given a three-day MS Project and EPM training for about twenty-five project
leaders. Furthermore, German developed Billing Reports based on the EPM database,
he has developed custom queries based on the EPM databases. German s has
developed and implemented a planning standard. Based on the EPM database he
developed a function points application. He also developed and implemented a
portfolio management process, professionalized the resource management process
and drawn up a project quality system. In the end, German helped the IT portfolio
of the Friesland bank to get in control and he resolved 100 + technical issues.
Tools: EPM, Project Server, SharePoint Server, IIS, SQL Server, SQL Server
Management Studio, SQL Server Reporting Services, PL/SQL, Excel/VBA/ODBC, MS
Project/VBA, MS Access/VBA, SharePoint, BIA/BPM, Interviews, Workshops, Prince2,
Agile/scrum.
In the development of a new lease management application there were many
progress-issues. The realization took place in Belgium and the Netherlands with
English specialists. The realization of the reporting project was outsourced to
India. The realization of the hardware took place in Paris, controlled by
Ukrainian project manager. The financial stakeholder was Société Générale. The
program expelled the question for an extra (third) PMO staff member. German's
initial function was head of the program office and he started his efforts with a
situation-/problem analysis. After to have completed this after a week he is
asked for its solution proposal in the role of Program Manager. After having
completed this after a week he was asked to realize his solution proposal in the
role of Program Manager. As a program manager was German responsible for overall
project management, resource management, planning, risk management as well as
budget and status checks. Furthermore, German temporary fulfilled the role of
project manager of the outsourced reporting project. German's most important
contribution to the program was the successful delivery of a first release; he
made this possible by its structured (re) organiz
ation of the central program, the sub-projects and all deliverables.
Tools: Interviews, workshops, Agile/scrum, Prince2, Managing Successful Programs
(MSP).
The aim of the program was the realization of a new mortgage management
application. The program was suffering from progress-, technical- and
organizational issues. There was no program bureau, only one management
Secretary. German was asked to implement a program office and extend his team to
the required strength (4 people). He was responsible for the daily management of
the employees. As QA manager he also implemented a reporting cycle and he was
sparring partner for the program manager.
Tools: Business Objects, Agile/scrum, Prince2, MS Project, RUP, UML
The objective was to realize/facilitate a data exchange between health care
providers. This was legally required and there were no national standards yet.
German's task was to represent AGIS at the national cooperation organization
VECOZO and to contribute to the drafting of a national standard for health data
exchange. He has also collaborated with the initiative for a national patient
file. German was IT Project manager for the realization of Exonet-SOAP services
and the management of AGIS' requirements. German has ensured the realization of
SOAP services for the exchange of data.
Tools: Agile/Scrum, workshops, interviews, MS Access/VBA, Java
The new application for damage processing (Poseidon) was transferred to IT
management and there was a large amount of after work, a project-based approach
was required. German was responsible for the IT Project management and
implemented Change and Release management, including a Release-Street.
Tools: Prince2, Agile/Scrum, DB2, Cobol, Tuxedo, UniFace, Clarity/Niku Workbench
A new web-portal with more customer functionality was desired.
German fulfilled the role of IT Project manager and associate. A
package-selection belonged to his responsibilities, IBM WebSphere or Bea
WebLogic, as did the configuration of the Web server and the portal. He also
performed a requirements analysis and he was responsible for requirements
management. His responsibilities also include the setup of SOAP services to the
DB2/Cobol back-end.
German has ensured a successful implementation and configuration of the Bea
WebLogic server and has achieved the desired services-based functionality.
Tools: Bea WebLogic, Java, Cobol, Prince2, Agile/Scrum, Clarity/Niku workbench,
Workshops, Interviews.
The IT Department of AGIS was just reorganized and there was still no single PM
tool. On behalf of the IT organization German was responsible for the package
selection and requirements management. He also contributed to the Clarity
configuration within Oracle and has been Clarity trainer.
Tools: Clarity/Niku workbench, Oracle, PL/SQL.
The IT Department of AGIS was just reorganized and there was still no single PM
method. German has written a handbook project-management and trained fellow
project managers and project staff. He also carried out QA on all of AGIS' IT
projects according to the principles of the new handbook.
Tools: Prince2, Agile/Scrum, workshops, interviews.
There were large changes in the already existing ENECO GIS that was developed by
CMG. These changes were performed internally within CMG in a fixed price/fixed
date construction. The project struggled with progress-issues.
German carried out project management over a team of ten persons. Under his
leadership, the project was realized within constrains of cost and time,
after-work was defined.
Tools: UML, RUP, SmallWorld, Unix, workshops, Prince2
KPN's Fixed network Operator (OVN) required a management system of technical
areas. This system should connect to the existing BOBOCAD. Having prepared and
performed a situation, information and process analysis he has implemented
MicroStation. He configured the system and developed additional functionality. He
migrated existing drawings and data. He also documented the system and provided
the training of users and administrators.
This has led to an operational TORCAD system.
Tools: BIA/BPM, Intergraph MicroStation/Macro's, BOBOCAD
CMG realized in-house a new sales management system for KPN. German was asked to
participate in this project. Successively he did programming, database design,
drafting functional designs, drafting test cases and executed automated
test-runs. He also was project manager of the test project. Afterwards he
compiled deployment packages and did a nationwide roll out of the application.
Finally, he was nationwide functional manager and help desk. He also mentored new
fellow programmers.
Tools: MS Access, VB, SQL Server, PL/SQL, Testframe, DSDM, MS Visual Source safe,
Oracle, Oracle Forms, C++, ITIL, ASL
After earning his bachelor's degree as a SmallWorld programmer he was asked to
participate in the ongoing GIS project for the management of the gas network of
NUON. Here he programmed and tested several modules.
Tools: SmallWorld, Unix, Emacs
There were progress-issues at the trajectory for ISO 9001 certification by
Lloyds. German analyzed and documented quantitative and qualitative market
research processes. He also recorded and performed the internal audit process.
His work has led Intomart to achieve its ISO 9001 certification.
Tools: Business Process Analysis, ISO 9001, Workshops and Interviews.
Intomart worked with an analog registered movement-behavior of a rolling sample
of 15000 Dutchmen. This was manually worked out against large costs; there were
also many quality issues. German has performed a situation and a problem
analysis. Then he has written a definition study on the possible solutions. After
drawing up a Plan of action, he started with the realization of a mobile GIS/GPS
system. He also programmed the GPS and recording equipment. Part of his tasks was
to establish and to optimize a mathematical algorithm for the interpretation of
measurement points (route-formation). After he has organized the national
implementation, he focused on the statistical interpretation of the resulting
displacement data. German's result was an operational GIS/GPS system and a new,
more precise, method of analysis for continuous advertising audience measurement.
Tools: MapInfo, dBase, Clipper, SPSS, GPS-technology, MATLAB.
The rules for getting European funding for research projects were unclear. German
initially performed desk research on the existing legislation. During a visit to
Brussels, he has gotten the rules explain. Then he has drawn up a manual on
European Subsidies.
Tools: Mind mapping, Excel, Word.
The need arose to add a geographic component to the environmental knowledge
system for legislation was particularly location-bound. German has drawn up a
plan of action and then drafted and developed a geographical information system,
did the testing and bug fixing. He also organized the deployment and training of
the users. This has led to a rolled out Environmental Police GIS.
Tools: ArcView, ArcEditor, ArcInfo.
The complicated environmental legislation was difficult to maintain by the COP on
the street. German has drawn up a Plan of action and had it approved. He analyzed
the legislation, lined up a Decision tree and written a FO and TO. Then he
developed an application, tested it and repaired bugs. A working knowledge system
was completed.
Tools: dBase, Clipper, SDM.
The existing version of the standard Exchange format for piping data did not
suffice. Cooperating parties were the Limburg network administrators: KPN, Lima
GAS, WML and Enexis. German has performed an information analysis on the basic
information of the parties concerned. He has voted down the requirements and had
them synchronized. This has led to a common set of requirements for SUF 2.1.
Tools: Intergraph MicroStation, Intergraph 220 workstation.