Karl Heinz Fischbach

Karl Heinz Fischbach

Senior Project Manager, PMP(r)

Summary

Since my way through Business has let me touch and dig into a variety of Topics, all linked to IT, I now can show and provide a proven Expert Knowledge to manage all types of Customer Projects.

My Experience I can base on lets me identify weak Points in Outsourcing Projects very quickly. I have worked in Carve-out Projects, have run Application Management Services, some Onsite. This allows me currently to manage large scale Projects more efficient. To analyze the Service to be provided, to design the route to the Target together with the team based on standard Blue Prints of the Company is what I can do best.

My advantage is to combine a structured way to analyze Problems and Situations and later on run Tasks and in addition to have a senses to see the direction the customer wants to go and to take action to keep motivation of the team high.

I am firmly convinced that all kind of Projects can be managed successfully if both Business Partners respect each other and try to work together towards the common goal. This still makes it sometimes necessary to fight hard for the own side.

Work History

Work History
Jul 2010 - Present

Senior Project Manager / Senior Service Manager

T-Systems International GmbH

Project; Time period: 04/14 – 03/15; Content:

Co-Program Manager and Stream Lead Future Mode of Operation (FMO) in a Carve-out Project of a Unit of T‑Systems International GmbH.

Support for the Program in Setup, Planning and Execution. In addition, responsible for the Stream “FMO-IT”. Design, get buy-in of TSI Management and Investor, Manage RfP and Purchasing, Manage Implementation and Handover to the new Organization.

Risk Management, Project Reporting and Financial Controlling.

Role: Project Manager T&T

Project; Time period: 04/14 – 06/14; Content:

Risk Manager for a Transition & Transformation Project (Category A).

Role: Project Manager T&T

Project; Time period: 03/14 – 05/14; Content:

Bid Support as responsible T&T Project Manager for a Carve-out of one Entity of a Utilities Enterprise. Planned T&T Period: 18 Months and about 15 Work packages to coordinate within the Bid Phase.

Responsible for T&T Setup, Calculation, Proposal Content and ensure Setup to be compliant with Company Standards.

Role: Project Manager T&T

Project; Time period: 01/14 – 03/14; Content:

Bid Support for a Transition & Transformation Project. Volume > 500 Mio.

Role: Project Manager T&T

Project; Time period: 09/13 – 02/14; Content:

Program Manager T&T for a Customer of Pharmaceutical Industry. Contract Volume > 50 Mio.

Role: Project Manager

Project; Time period: 03/13 – 08/13; Content:

Risk Manager for a Transition & Transformation Project (Category A).

Role: Project Manager

Project; Time period: 01/12 – 03/13; Content:

Service Management for Infrastructure Services and Application Management with the Engineering Environment (CAx, Unix and Windows based) of an Aerospace Company.

Team of 4 for Infrastructure Services: NetApp, Unix (Servers and Clients), Oracle

Team of 9 for Application Management

Role: Service Manager

Project; Time period: 07/11 – 12/11; Content:

Project Management for implementation of orders from MAN AG, mainly IT Infrastructure area.

Role: Project Manager

Project; Time period: 07/10 – today; Content:

CAx-Support Service to be provided for an Aerospace company. 3 main locations across DE, appr. 150 seats, UNIX based clients and VPM servers. Service is also provided in two other European countries. Cross country communication and Knowledge Management across the team was essential.

Role: Service Manager

May 2007 - Jun 2010

Lead Project Manager

msg systems ag

Time period: 01/09 – 02/10; Content:

Project Manager for Software Development (Fixed Price > 1 Mio.€) for an Automotive OEM.

Team: 18 (max.); Timeframe: 12 months; Technology: Hibernate, Java, Rich Client.

Result: in Time, under Budget and better than requested in Quality

Role: Project Manager Software Development

Time period: 10/08 – 12/08; Content:

Already in an early phase within a Software Development Project for “Digital Plant” (Budget > 30 Mio. €) a Transition Manager role was established. Tasks: Define all non functional requirements for IT-Operations, review and approval for the implementation of these requirements. Run all preparations for IT-Operations within the phases Implementation/Test. Run and control the final Approval test. Plan and manage the phase Service Transition. Support IT-Operations during “Early-Live-Support” and get IT-Operations stabilized.

Role: Transition Manager

Time period: 02/08 – 09/08; Content:

Definition of the service portfolio for the division Application Management Services. Define and create sales packages (e.g. i-Operations), organizational structure, processes, sales support and tools. Sales Support for the first sales activities, presentations at customers.

Role: Business Development

Time period: 03/08 – 05/08; Content:

Management Consulting for a large Automotive company how to structure Application Management Operations according to ITIL. Parts of the business are: Create a description what services have to be provides in Application Management, define SLA's; define detailed description of Service Requests; setup and check the organisational interfaces used to run the service; define roles; prepare for a Request for Proposal.

Role: ITSM-Consulting; IT-Operations Consulting

Time period: 08/07 – 07/08; Content:

IT-Service Operations (9 Team Members) for Middleware Operations (MQ-Series, EAI, Connect Direct) for a large Automotive OEM. Status when I took over: Bad image of the Service. Crisis management, stabilizing the Service according to contract and SLA. Transition of the Service to the Customer itself after end of contract. Change of staff (two experienced out; 2 newcomers in), change from “onsite” Service to “offsite” Service.

Final result: rating of the customer with 1.4 since takeover of the Service.

Project data: 12 Month; 9 FTE; Service-Volume: >1 Mio. €/Year

Role: IT-Operations Manager

Time period: 05/07 – 12/07; Content:

Setup and run a project to structure, stabilize and improve service operations for Application Management Services. Direct Service Operations according to ITIL, make use of tools, define and implement processes and measurements. Develop tools to be able to define SLA’s for Application Management in the Automotive Industry quickly.

Toolset is now used to support sales activities for new business.

Role: Project Manager, ITIL Consultant

May 2006 - May 2007

Project Manager

Computacenter AG & Co OHG

Time period: 01/07 – 04/07; Content:

Customer: global acting Telco Enterprise (Headquarters in Spain). Redesign of Logistic Services. Definition of Services to be provided (according to ITIL), Processes and Implementation in the organization of the Service Provider.

Role: Project Manager; Process Consultant

Time period: 10/06 – 01/07; Content:

Customer: Automotive Industry. Setup of a reference solution implementation of SAP WebAS 7.0 on three different System Platforms (HP-UX, AIX, Linux). A copy of the production system had to be upgraded from SAP WebAS 6.40 to 7.0. The implementation should make create a guideline of how to upgrad all production systems of the customer.

Role: Project Manager; Technical Documentation

Time period: 07/06 – 11/06; Content:

Customer: Automotive Industry. Migration of a Software Packaging Factory from an old provider to a new provider. The services is designed and had to be implemented as “Managed Service”.

Role: Project Manager

Time period: 07/06 – 08/06; Content:

Customer: Automotive Industry. Definition and implementation of a Service Concept for Support and Maintenance of Multifunctional Printer Devices in locations of a German Automobile producer in UK.

Role: Service Implementation Engineer

Time period: 05/06 – 08/06; Content:

Customer: Automotive Industry. Setup of a Support Center at several location in Germany and UK. Defining processes for spare parts supply and repair of IT-Devices based on SLA-Agreement with the customer.

Roles: Member of the Team

Apr 2002 - Apr 2006

Senior Project Manager / Interim Manager

Freelancer

Time period: 12/05 – 04/06; Content:

Customer: BenQ Mobile; Production of Mobile Phone Devices. After the carve out of Siemens Mobile Division to BenQ Mobile a complete new IT-Infrastructure had to be setup. I had to setup concepts for the IT-Infrastructure in various areas together with specialists. In addition to this I was asked to support the Project Manager with a setup of the project, defining targets per area, agree deliverables and tasks.

Definition of concepts in the area of WAN; Resource Administration; IT-Org. Structure (according to ITIL). In addition I was assigned Project Manager for the migration of an European network to MPLS with worldwide connections.

Roles: Senior IT-Strategy Consultant; Project Management

Time period: 09/05 – 10/05; Content:

Customer: XSYS Print Solutions Group; worldwide 8000 Empl.; 2.1 Bill €; producing Inks for the Printing Industry. My Tasks: Create a concept for Restructuring the IT-Organization in terms of Processes, Roles and Resources; First Steps to implement the concept.

Service-Catalogue; SLA’ s; List up all Services to be able to define „Service Availability“; Documentation und test of IT-Service Continuitiy; All processes of „Service Support“ with all related role descriptions.

Roles: Senior IT-Business Consultant; Senior Project Manager

Time period: 09/04 – 08/05; Content:

(interim) IT-Operations Manager with a Subsidiary of BASF AG. Tasks: Ensure IT-Operations; Setup of a European-CC to define an IT-Roadmap with its scope Europe; set Focus for the IT-Operations Unit; prepare Outtasking of IT-Operations tasks, Project Management for the Separation of BASF AG (necessary due to a carve out); Support the setup of a Project Office to manage a Merger; Strategy Consultancy to define the new IT-Strategy, valid for the new Company worldwide; Setup of all Projects to roll-out the new Strategy.

Roles: Consultant IT-Strategy; Senior Project Manager; (interim) Manager IT-Operations

Feb 2001 - Mar 2002

Principal Consultant

Xansa GmbH

Xansa GmbH was the German Subsidiary of Xansa Plc. UK. Business Areas of Xansa were Management Consulting, Software- and Solution Business and Outsourcing.

The Subsidiary was closed March 31st, 2002.

  • Setup of the internal Structure and Processes of Xansa GmbH,
  • Practice Leader e.g. for Programme and Project Management,
  • Responsible for internal Processes like Bid Management,
  • Setup of the needed technical Infrastructure,
  • Sales, based on my own Customer Network,
  • Sales Support,
  • Definition of the Product Portfolio for Management Consulting and other Services,
  • Implementation Services as Project Manager,
  • Training as certified ITIL-Consultant

Time periode: 09/01 – 02/02; Content:

Customer: Hutchison 3G Austria GmbH; global UMTS Service Provider. My Tasks: For the new foundet company all Processes had to be defined, documented and implemented into IT-Applications. By workshops the processes have been designed and documented. Beside this I had to setup and manage the Project Office, organize workshops and help users to work with the process documentation tool called “CONTROL”.

Based on my experience, the Head of Programme Management asked me to setup and run a Multi Project Portolio Management, what I was able to do successfully. This helped the management to keep track on all running projects.

Roles: Programme Management Support; Project Office Manager; Project Manager

Apr 1996 - Jan 2001

Senior Consultant

Siemens Business Services GmbH & Co. KG
  • Creation of Marketing Documents and Technical Documentation,
  • Team Member of various Implementation Projects and Practices,
  • Sales for Consulting Services,
  • Project Manager for Implementation Projects.
Dec 1990 - Mar 1996

Product Manager Professional Services

Siemens Nixdorf Informationssysteme AG

During setup of a Professional Services Division there was the Need to define the Service Portfolio.

  • Definition of Consulting Packages,
  • Creation of Sales Material,
  • Creation of Tools and Methods to optimize Implementation Services,
  • Support of Subsidiaries from abroad to take over Enterprise Strategies and Processes.
Apr 1990 - Nov 1990

Consultant Network Systems

Siemens Nixdorf Informationssysteme AG
Jan 1989 - Mar 1990

Datacenter Manager

Siemens AG / VASCOM GmbH
Apr 1985 - Dec 1988

Datacenter Manager Systems Group

Aug 1981 - Mar 1985

Consultant

May 1980 - Aug 1981

Military service
Oct 1979 - Apr 1980

Sales Support Engineer

May 1978 - Sep 1979

Software Developer

Dyckhoff GmbH

IT-Operations Manager (CAx)

Project; Time period: 07/10 – today; Content:

CAx-Support Service to be provided for an Aerospace company. 3 main locations across DE, appr. 150 seats, UNIX based clients and VPM servers. Service is also provided in two other European countries. Cross country communication and Knowledge Management across the team was essential.

Role: Service Manager

Project Manager (SW-Development)

Time period: 01/09 – 02/10; Content:

Project Manager for Software Development (Fixed Price > 1 Mio.€) for an Automotive OEM.

Team: 18 (max.); Timeframe: 12 months; Technology: Hibernate, Java, Rich Client.

Result: in Time, under Budget and better than requested in Quality

Role: Project Manager Software Development

Transition Manager

Time period: 10/08 – 12/08; Content:

Already in an early phase within a Software Development Project for “Digital Plant” (Budget > 30 Mio. €) a Transition Manager role was established. Tasks: Define all non functional requirements for IT-Operations, review and approval for the implementation of these requirements. Run all preparations for IT-Operations within the phases Implementation/Test. Run and control the final Approval test. Plan and manage the phase Service Transition. Support IT-Operations during “Early-Live-Support” and get IT-Operations stabilized.

Role: Transition Manager

Business Development

Time period: 02/08 – 09/08; Content:

Definition of the service portfolio for the division Application Management Services. Define and create sales packages (e.g. i-Operations), organizational structure, processes, sales support and tools. Sales Support for the first sales activities, presentations at customers.

Role: Business Development

ITIL Consultant

Time period: 03/08 – 05/08; Content:

Management Consulting for a large Automotive company how to structure Application Management Operations according to ITIL. Parts of the business are: Create a description what services have to be provides in Application Management, define SLA's; define detailed description of Service Requests; setup and check the organisational interfaces used to run the service; define roles; prepare for a Request for Proposal.

Role: ITSM-Consulting; IT-Operations Consulting

IT-Operations Manager (MQ-Series Operations)

Time period: 08/07 – 07/08; Content:

IT-Service Operations (9 Team Members) for Middleware Operations (MQ-Series, EAI, Connect Direct) for a large Automotive OEM. Status when I took over: Bad image of the Service. Crisis management, stabilizing the Service according to contract and SLA. Transition of the Service to the Customer itself after end of contract. Change of staff (two experienced out; 2 newcomers in), change from “onsite” Service to “offsite” Service.

Final result: rating of the customer with 1.4 since takeover of the Service.

Project data: 12 Month; 9 FTE; Service-Volume: >1 Mio. €/Year

Role: IT-Operations Manager

Service Management Consultant

Time period: 05/07 – 12/07; Content:

Setup and run a project to structure, stabilize and improve service operations for Application Management Services. Direct Service Operations according to ITIL, make use of tools, define and implement processes and measurements. Develop tools to be able to define SLA’s for Application Management in the Automotive Industry quickly.

Toolset is now used to support sales activities for new business.

Role: Project Manager, ITIL Consultant

Project Manager (HW repair logistics)

Time period: 01/07 – 04/07; Content:

Customer: global acting Telco Enterprise (Headquarters in Spain). Redesign of Logistic Services. Definition of Services to be provided (according to ITIL), Processes and Implementation in the organization of the Service Provider.

Role: Project Manager; Process Consultant

Project Manager

Time period: 10/06 – 01/07; Content:

Customer: Automotive Industry. Setup of a reference solution implementation of SAP WebAS 7.0 on three different System Platforms (HP-UX, AIX, Linux). A copy of the production system had to be upgraded from SAP WebAS 6.40 to 7.0. The implementation should make create a guideline of how to upgrad all production systems of the customer.

Role: Project Manager; Technical Documentation

Service Manager Package Factory

Time period: 07/06 – 11/06; Content:

Customer: Automotive Industry. Migration of a Software Packaging Factory from an old provider to a new provider. The services is designed and had to be implemented as “Managed Service”.

Role: Project Manager

Project Manager (Support Center Setup)

Time period: 07/06 – 08/06; Content:

Customer: Automotive Industry. Definition and implementation of a Service Concept for Support and Maintenance of Multifunctional Printer Devices in locations of a German Automobile producer in UK.

Role: Service Implementation Engineer

Project Manager (Support Center Setup)

Time period: 05/06 – 08/06; Content:

Customer: Automotive Industry. Setup of a Support Center at several location in Germany and UK. Defining processes for spare parts supply and repair of IT-Devices based on SLA-Agreement with the customer.

Roles: Member of the Team

Carve-out Manager (Network)

Time period: 12/05 – 04/06; Content:

Customer: BenQ Mobile; Production of Mobile Phone Devices. After the carve out of Siemens Mobile Division to BenQ Mobile a complete new IT-Infrastructure had to be setup. I had to setup concepts for the IT-Infrastructure in various areas together with specialists. In addition to this I was asked to support the Project Manager with a setup of the project, defining targets per area, agree deliverables and tasks.

Definition of concepts in the area of WAN; Resource Administration; IT-Org. Structure (according to ITIL). In addition I was assigned Project Manager for the migration of an European network to MPLS with worldwide connections.

ITIL Consultant

Time period: 09/05 – 10/05; Content:

Customer: XSYS Print Solutions Group; worldwide 8000 Empl.; 2.1 Bill €; producing Inks for the Printing Industry. My Tasks: Create a concept for Restructuring the IT-Organization in terms of Processes, Roles and Resources; First Steps to implement the concept.

Service-Catalogue; SLA’ s; List up all Services to be able to define „Service Availability“; Documentation und test of IT-Service Continuitiy; All processes of „Service Support“ with all related role descriptions.

Roles: Senior IT-Business Consultant; Senior Project Manager

(interim) IT-Operations Manager

Time period: 09/04 – 08/05; Content:

(interim) IT-Operations Manager with a Subsidiary of BASF AG. Tasks: Ensure IT-Operations; Setup of a European-CC to define an IT-Roadmap with its scope Europe; set Focus for the IT-Operations Unit; prepare Outtasking of IT-Operations tasks, Project Management for the Separation of BASF AG (necessary due to a carve out); Support the setup of a Project Office to manage a Merger; Strategy Consultancy to define the new IT-Strategy, valid for the new Company worldwide; Setup of all Projects to roll-out the new Strategy.

Roles: Consultant IT-Strategy; Senior Project Manager; (interim) Manager IT-Operations

Project Management Consulting

Time periode: 09/01 – 02/02; Content:

Customer: Hutchison 3G Austria GmbH; global UMTS Service Provider. My Tasks: For the new foundet company all Processes had to be defined, documented and implemented into IT-Applications. By workshops the processes have been designed and documented. Beside this I had to setup and manage the Project Office, organize workshops and help users to work with the process documentation tool called “CONTROL”.

Based on my experience, the Head of Programme Management asked me to setup and run a Multi Project Portolio Management, what I was able to do successfully. This helped the management to keep track on all running projects.

Roles: Programme Management Support; Project Office Manager; Project Manager

Skills

Skills

Carve-out Projects

Transition & Transformation Management

Interim Management

IT Operations Management

Project Management

IT Service Management

Education

Education
Sep 1976 - May 1978

DV-Kaufmann

Dyckhoff GmbH

Vocational Training

Jun 1976

University entrance qualification

Gymnasium Kerpen

similar to High School in the US; Entrance qualification for University

Certifications

Certifications
Aug 2015 - Aug 2018

PMP

Project Management Institute

Project Management Professional

Nov 2012 - Present

ITIL V3 Expert

TÜV Süd