Chef for et udviklingskontor, med teknisk ansvar i IT udviklingsprojekter, samt ansvar for bemanding af IT profiler til store udviklingsprojekter. Projekterne er i størrelsesorden ca. 50-150 personer og kører i agilt udviklings setup efter SAFe rammer. Kontoret består af udviklere, arkitekter, testere, test managere, DevOps specialister, Product owner og scrum mastere. Kapaciteten i projektet er suppleres med et stort antal konsulenter. Vi arbejder med teknologier som OpenShift, Eleastic Search, Jenkins, Java mv.Overordnet ansvar i IT-projekter:- Ledelse af arkitekt gruppe og arkitekt arbejde- Opbygge teams efter det agile set-up med arbejde efter scrum principper - Løbende professionalisering af arbejdet med IT-udviklingsprojekter i et SAFe setup- Samarbejde med forretning omkring roadmap for applikationen- Leverandørstyring- Agere faglig sparring og coaching til ART management, Arkitektgruppe og DevOps - Sikre kontinuerlig agil udvikling af nødvendige komponenter til at understøtte forretningskrav, inkl. ikke-funktionelle krav- Sikre udviklings infrastruktur understøtter continous delivery, understøttet af automatisering og sikring af indbygget kvalitet - Sikre at udviklingsteams arbejder inden for rammerne af IT-referencearkitektur og design principper- Deltage i PI planning m.m.

Job position:Responsible for maintenance and development of business critical applications supporting Falck Roadside Assistance. Setting functional directions for 20 direct reporting Application managers, Specialists, platform Architects and Test Managers.Scope:50 applications with yearly Opex budget 40 mill DKR. Application: CRM: Salesforce, Billing: Aria, Webshop: Episerver, Apps, Marketing Automation: Salesforce. Campaign: Unica, Integration: Boomi, Booking system: BookingBug, Contactcenter: Incontact Area of responsibility:The team is the primary focal point for the business regarding development and plays a key role in contribute with deep insight to the exiting solution and technology as well as solid business understanding. The team works according to ITIL, handling Incident, Changes management. Finally, the team is responsible for budget and handling vendors and coordinating developers. •Continuous Development of applications aligned with IT and business strategy •Act as business relationship manager keeping a close dialogue with business to ensuring application roadmap supports business process and architecture •Ensuring business gets full potential use of applications • Application stability and availability •Vendor management•Center of excellence of application managementAchievements:•Increased dialogue and integration of business and IT •Increased business satisfaction with application managers•GDPR: establishing framework for support and identify GAPS•Participation in creation of IT security policy •Increase maturity level by Implementation of ITIL process for supporting operation •Creation of new Application management model, templates, processes, guides, education•Increased operational stability due to vendor focus•Service introduction model to increase Quality in the transfer from project to operationa •Increased cost control by creating a transparent cost model for operational cost

IBM Business unit: IT Delivery (Outsourcing customer)Primary role:Leading the operation of “Nordic Change management”, functional direction of 64 change managers in 6 countries (DK, SE, IN, PL, CZ, HU) and people manager for all Nordic change manager. Scope:Change management for 200 Nordic customers, handling in average 3000 change request a month.Area of responsibility:Accountable for the quality and a controlled lifecycle of all changes. Ensuring the implementation of change request without unintended disruption to production, by ensuring change manager’s professional level as well as tools and agreement to support daily work. Achievements:-Transformed the organisation from country based to Nordic and ensuring alignment across countries-Implemented governance model for deliverables from global delivery centre -Increased quality by minimizing number of failed changes and elimination them as the primary cause to major incidents

IBM Business unit: IT Delivery (Outsourcing customer)Primary role:Leading the day to day operation and business direction of “DK Problem management”, functional direction of 34 problem managers in 4 countries (DK, IN, PL,CZ) and people manager for DK problem managers. Direct reports: 34 FTE Scope: Problem management on It Infrastructure to all DK customers – 3 large accounts (Danske Bank, Mærsk, Nets) and 50 medium size accounts (Skat, Oticon, Supergros, Lemvigh-Müller, MT Højgaard etc).Area of responsibility: Ensuring that problem managers delivers Root Cause Analyse (RCA) effective and in the necessary quality. To minimize reoccurrence of same type errors and incident. The team coordinates the involved parties and drive the process of creating RCA’sAchievements:Increase of customer/account satisfactions of problem management deliverables by:- Building governance model across problems team and across geographical location, which ensure that we were in control of the deliverables and quality - Education and training of problem managers, as a large number were lacking skills - Created tools and templates and guides to support the problem managers in daily work

IBM Business unit: IT Delivery (Outsourcing customer)Primary role:Leading the day to day operation of Service Delivery Management, functional direction and people management of 18 Service Deliver Managers in DK and 12 in Poland.Reports: 30 FTE Scope: Variety of 25 medium size Danish IT infrastructure outsourcing clients in private and public sector across different industries covering IT infrastructure. Area of responsibility:The team was responsible for: - Contact between IBM customer and IT delivery organization- Operational reporting to customer (capacity, case handling etc) - Proactive ensuring customer satisfaction - Ensuring that IBM deliver according to contract and SLA - Ensuring IBM deliverables compliance with security rules and policy- Reducing cost without effect on quality Achievements:- Eliminated stress related illness, which was high to start with- Transformed service deliver manager from working as individual, to working as a team - Transfer of job roles to Poland without it effecting customer satisfaction or team motivation- Client satisfaction increased to above average- Half of all Service delivery managers obtained a professional certification - To support cost reduction created baseline for invoice was established and workshop on how to reduce cost and increase indirect sales- Created a model to support account overview of compliance, quality and cost (eg incident ques)

IBM Business unit: IT Delivery (Outsourcing customer)Primary role:Leading the day to day operation of the department “IT Continuity” functional direction and people management of 7 IT continuity managers.Direct reports: 7 FTE Scope: Disaster/Recovery service for all IBM DK outsourcing customers with contract for IT continuity. Area of responsibility: - Creation of Disaster/Recovery plans for new customers- Maintenance of exiting plans- Yearly testing of plans Achievements:- All Disaster test executed on time and with success- Only area to pass auditing without findings- Implementation of lean in how to work and principles used in IT Continuity

IBM Business unit: IT Delivery (Outsourcing customer)Primary roleLeading the day to day Operation of “Test Service” functional direction and people management of 13 test managers/Performance testerDirect reports: 13 FTE Area of responsibility Test management and technical test like performance testStrategic development and implementation of test as integrated part of projects.The team delivering test planning, test design and execution of testDeveloping, maintaining and implementation of the framework for test organisation: process, template and toolsAchievements:- Implementation of new test tool Rational Test manager- Development of test service catalogue - Transfer to Rational Performance tester- Implementation of Lean principles with in test management

Primary roleLeading the day to day Operation of “Operational Acceptance Test-OAT” functional direction and people management of 10 OAT managers.Direct reports: 10 FTE Scope: Operational test of all new IT infrastructure systems (servers, mainframe, network, backup, SAN etc) before go liveArea of responsibility: Ensuring all system were accepted or rejected to go into production Achievements:- Development of proactive quality assurance - Process optimization- Further development of OAT concepts

Primary roleCompetence lead in centre of excellence for Project management in Microsoft Business Framework (MBF) DK.Responsible for framework and ensuring professional level of project management in the Software development organisation.Tasks: - Coordination across teams- Project planning- Implementation of project manager tools - Monitoring of project progress - Reporting of project status to management- Driving Scope and critical trade-off decision - Time estimates- Drive functional specification and use case creations

Position: Quality manager in Navision core development team Responsible for testing and quality of the development Tasks:Creation of:- Test strategy - Test planning- Test design- Execution of test - Inspection and review of design specifications- Automated test- Statistic of bugs and test case progress and validation of quality and releaseHeading: InspectionsWalkthrough of codeExperience with Functional/feature testError/negative testData driven testStress testAutomated test