Petr Svítil Email & Phone Number

Prague, Czechia

As a PMO Manager in a dynamic European SME specializing in IP design, I focus on establishing and evolving project portfolio governance to enhance strategic alignment and operational efficiency. My key responsibilities include:Project Portfolio Governance: Develop and implement governance frameworks that ensure effective project prioritization, resource allocation, and risk management across the portfolio.Grant Project Management: Oversee grant-funded projects, ensuring alignment of internal activities with project goals. PMO team facilitates communication and collaboration within project consortiums and maintain compliance with reporting requirements for grant authorities.

Prague, Czechia

Novartis transforms its Project Portfolio Management in individual divisions into Enterprise Portfolio Management. I moved closer to the Novartis core - Global Drug Development (GDD). In my current role I support IT Project Portfolio Management for GDD.

Prague, Czechia

Novartis IT consists out of several functions. Each with own processes and tools. Clarity PPM serves as Project and Cost Plans repository for all IT functions. Next step was to centralize Project Portfolio Management into one team and standardize the processes and tools – turn the PPM into service offerings for entire IT.

Prague, The Capital, Czech Republic

Information security has always been a priority for Novartis and it was part of all IT functions. With dynamic evolution in cyber security space a new IT function with an objective to build and consolidate cyber defense capabilities was created.I got a chance to establish its PMO leveraging the processes and tools very well working in the infrastructure function. First urgent objective was to build core PM team to take over and finish the portfolio of running projects. Following objective was to adopt build the standard PMO services including the proper, regular reporting.We did several quick project assessments and facilitated functional Project Portfolio Roadmap creation. Next to Project Portfolio Management the team established Service Catalogue and consolidated functional reporting using Tableau platform.

Prague, The Capital, Czech Republic

I joined Prague based PMO team after its rapid growth to fifty members with two main objectives. Establish resource capacity planning for the team also including our external PM vendors and enhance project management standards and best practices across the entire team and stakeholders within the infrastructure function.Entire IT has a global footprint. Although my team was Prague based, the stakeholders from both, infrastructure function as well as global PMO team were scattered across the globe.

Prague, The Capital, Czech Republic

Process Management recovery while continuing with Projects Portfolio Management implementation is current mission of my team. We are going to deliver savings via speeding up decision making processes and processes simplification within selected areas.

Prague, The Capital, Czech Republic

I was accountable for evolution of Projects Portfolio Management environment for this telecommunication operator and lead teams of Centralized Project Managers, Project Leaders implementing changes in all Sales and Care channels and a PMO team.With respect to new Org Chart and bottleneck constraint change, from internal resources capacities to budget, we successfully changed project governance. We moved prioritisation and Gates approval decisions from Department Directors to ExCo level. With Projects Portfolio Management implementation we introduced Customer Experience projects portfolio and implemented Customer Journeys with Customer Gate basics into projects Scope Management.

Prague, The Capital, Czech Republic

I was responsible for developing and implementation of Project Management Office strategy. I worked closely with Corporate Planning Director and Board of Directors representing Vodafone’s Projects Board.I joined the team in difficult period when its objectives changed quickly. I set up new competences and continuously worked on their implementation.Successes included Projects TTM reduction by 33% by overhauling Projects Reporting, changes in Project Life Cycle Process and established Resource Planning Process.

Prague, The Capital, Czech Republic

My key responsibilities were team development into group of professional project managers; continuous evolution of PM processes based on projects’ Post Implementation Reviews recommendations and staffing the team respecting company needs, including external consultants for specific projects such as large transformation Program (Billing, CRM, and Integration Platforms)We agreed on PMP as a team standard, unified reporting and continuously developed soft skills. The team succeed and its members become respected and desired companywide for any challenging project.In this role I led a team of 10 strong individuals. Half of the team got PMP certified. I managed three cross-functional projects during my assignment.

Prague, The Capital, Czech Republic

The team was several months without an appointed Manager. My key objectives were team stabilization in personal area, ensuring proper reporting of running projects and PM’s assignment to new projects according to Prioritization and Capacity Planning.Success in achieving outlined goals moved me to my next role.

Prague, The Capital, Czech Republic

I joined brand new team of Centralized Project Managers (CPM) managing cross-functional projects. Key CPM’s goal on a cross-functional project in Vodafone is to align all involved functions on project objective, build a project team and execute given project using implemented Stage Gate Process. CPM is responsible for technology deliveries and process changes design and implementation including organizational change management.In this role I successfully delivered 8 project concepts within Vodafone’s quarterly prioritization; on time, scope and within budget delivered two projects: Telecommunication Fraud Reduction Tool implementation and Whole Products Portfolio Price Points Change.

Prague, The Capital, Czech Republic

As PMO Team Leader I become responsible for Projects Methodology evolution and its support by Clarity PPM tool. I managed and successfully delivered local PMO stream of Vodafone global AD&M Program – IT Development and Maintenance outsourcing of internal Technology teams. I intensively cooperated with Vodafone and vendor global teams and rolled out new PM Methodology using Change Management.

Prague, The Capital, Czech Republic

I was hired to implement Clarity PPM tool, when Vodafone Senior Board decided to strengthen Projects Portfolio Management. My responsibilities were Clarity integration with MS Project, Financial Module and Resource Management Module implementation. My tasks were requirements gathering, process design with relevant departments and management of Clarity customizations delivered through a vendor.

Responsible for analysis of two projects within Internet Team of Škoda Auto: Design and leading implementaion of Car Configurator Administration Console & Stock Cars web presentation

Responsible for projects leading – coordination and leading the development of IS integration projects at an international bank, communication with customer and his key users, six – eight members project team leading, new IS analysis design

I worked on projects for an international bank first as a developer. I paricipated on developement of a Product Portfolio Analysis Tool (PPAT) including reporting. While working on PPAT I bacame an Analyst with responsibility for analysis of all departmental tools in order to integrate Product and Customer oriented data structures into one data source. This happened in bank deparment providing credits for small and middle enterprises.