Arbeitsweise & Mind Set Martin Kontressowitz Sr Project Manager / P3MO, Consultant, Coach PgMP, PMP, PMI-ACP, PMI-RMP, PMI-SP, IPMA B, PRINCE2, CSM, P3O, CMMi, ITILv2+3, MCSE, SAP PP oder: "mir aus dem PM-Herz gesprochen ..." Jedes
Unternehmen jeglicher Größe ist (etwas) anders im
Bezug auf Prozesse, Strukturen, Mitarbeiter, Kultur, Fokus,
Produkte, Dienste und vieles mehr. Deshalb bedarf es im produktiven
Bereich (RUN the Business) einer exakten "Dosierung" von
Service
und anderem Line Management sowie für die stets
nötigen
Anpassungen & Neuausrichtungen, kurz: Änderungen
(CHANGE the
Business) jeweils angemessenen Anwendung
von Projekt- oder allgemein Change-Management
(hier stlv. für Projekt-, Programm-,
Projekt-Portfolio- und Multi-Projekt-Management, .. ) in
allen
Stufen seiner Implementierung und idealerweise kontinuierlichen
Weiterentwicklung. Am wichtigsten ist jedoch nicht die starre Einhaltung von
Standards und Normen, sondern die sinnvolle und angemessene Anwendung
von Wissen und Erfahrung, best practice und auch Standards - wo
sinnvoll - für die konkrete Lösung eines individuellen
Projektes, Problems oder einer Aufgabenstellung mit Hilfe der
geeigneten Methoden, Tools und Ressourcen, ausgewählt aus einem
möglichst großen "Koffer verfügbarer
Möglichkeiten" - kurz: gesunder Menschenverstand! Person PM + Führung
Mentoring von Projekt- und Teilprojektleitern, Prozessverbesserung
(KVP), Ausbildung, Training, Coaching 2
Jahre Presales + techn. Consulting + Training (MCSE, MCT, sowie
mehrjährig fortlaufende Trainerausbildung) Details |
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Projekt
Management Service
Management Back
Office Standard
Software Internet Administration
(AD + net work)
Career path, steps and aims, certificates university degree involving language, literature, history, sociology, pedagogy, psychology, didactics 1996/97 more than 15 years teaching experience at Leipzig University, evening school and as an IT Consultant, Coach and Trainer Project Management experience since 2000 Multi Project Management experience since 2003 Project
Management Coaching/Mentoring Project Management Team Leader since 2006 (Fachteamleiter D) IT Service and Deputy Line Manager, strategic planning and continuous process improvement Initiating and driving systematic and officially acknowledged Corporate Project Management by establishing a Project Management Office (PMO) and developing a processes finally constituting a Project Management Framework (PMF) international Project and Program Management (project language: English, local languages: Russian + Ukrainian+German) Implementation
of international PMO and
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since
05/2000 MCSE since 11/1999 BC, PP, ABAP4, MM, HR, SD SAP R3 PP certified consultant member and certified 2007 Level D certified 2008 Level C certified 2013 Level B member
and certified since
2011 certified PMP
(Project Management Professional) since 2012 PMI-ACP (Agile Certified Practitioner) since 2014 PMI-RMP (Risk Management Professional) since 2014 PMI-SP (Scheduling Professional) since 2017 PgMP (Program Management Professional) since 2015 certified Sr Project Manager IAPM (International Association of Project Managers) since
2012 PRINCE2 certified
(Project, Programme, Portfolio Management Office)
since
2007 ITIL V2 certified since 2008 ITIL V3 certified since 2012 CMMi certified (Capability Maturity Model integrated) since 2012 CSM certified (Certified Scrum Master) since 12/2013 6sigma white belt since 06/2017 Quality Management Specialist - TÜV-Süd (QMF) since 10/2017 Quality Management Representative - TÜV-Süd (QMB - Qualitätsmanagement-Beauftragter) since 05/2018 Quality Management Auditor - TÜV-Süd (QMA - Qualitätsmanagement-Auditor) |
since 2013 development of a PMO within an IT transition and transformation department of a Telecom sub, focusing on process improvement (CIP), project estimation quality, application of Earned Value Analysis, regular PM trainings for all relevant employees incl. prep for certification, I want to spark the motivation in project teams to live project management as a method instead of only applying rules and guidelines to projects and processes. in recent years shift of regional focus towards international and especially Eastern Europe, since 2009 conceptional work and implementation of an IT project management office (PMO) for Eastern European Financial Service Provider (Commerzbank AG Sub) as well as a Project Management Framework (PMF) which is intended to fit not only the IT department but was to be implemented throughout the whole company. Furthermore coaching and training at an insurance company and IT Project Management + CMMi Coaching at Volkswagen AG. as project management team leader of over 50 certified colleagues Germany-wide I strive to lift up project management to a higher standard (CMMI) according to the various needs and possibilities by creating and further developing a project management office (PMO) that is structurally included into the management board and thereby in the position to help flexibly develop ad hoc business as well as professionally plan and carry out large projects with a substancial business impact for the company and it's future growth and flexible development. Further systematic steps will lead to program and portfolio management as well as professional benefit realization. responsibility for many of the company's IT trainees, especially with regard to their intermediate and final papers and project presentations involvement in resource planning, I plan, execute, coordinate, monitor and control client and server roll out projects, I managed software development projects, I initiated, planned and managed company and process change projects, I am responsible for the staffing and fulfilling of our customer's IT service contracts (which equals roughly what an IT service manager is elsewhere) for nearly 8 years I took a role in creating and developing a hardware service desk within the business unit dealing with infrastructure + hardware support services, this structure is about to be enlarged and lifted up to an international level, possibly aiming at a follow-the-sun implementation in the years to come I learned a lot about how to participate, lead and manage, but mainly to co-operate with many colleagues in order to create an atmosphere of organisational learning, resulting in highly motivated staff and a productive work environment as well as a systematically increasing organisational maturity level I
have
collected a fair few ideas regarding QS and QA, assessment and
auditing, I am also interested in Generally, I do not favor rules that say: Do not follow the rules! Seems a little illogic. However, I have witnessed cases where pure lack of knowledge or insistence on the little existing bits led to unfavorable and suboptimal results if not worse. So, instead of an oath I see this rather as an invitation to everyone out there to enlighten themselves in alternative approaches, have a plan B, step back and look at it from different angles, dare having a differing idea, fokus on delivering value to the customer while improving individual and organizational IT PM maturity, this is what makes products great and services valuable, this is how innovation is implemented and this brings together people who think, thereby inspiring others to do so, too. |