Martin Kontressowitz

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) andersim 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.

Auf der Basis von 15 Jahren Erfahrung in verschiedenen Branchen und Ländern, permanenter Weiterbildung und  Interessen über unmittelbares PM hinaus in die angrenzenden Wissensgebiete, Erfahrungsaustausch im Rahmen von PM Fachgruppen- Veranstaltungen, regelmäßiger Teilnahme an nationalen und internationalen PM Kongressen (IPMA+PMI), vor allem aber einer genauen Bedürfnis- und Machbarkeits-Analyse sowie einer prozessualen Abstimmung mit dem Kunden an den einzelnen Standorten wird nach einer strukturierten Zieldefinition ein mehrstufiges, schrittweise zu spezifizierendes Konzept entwickelt, aus dem sich eine detaillierte 
Projektplanung
sowie die Implementierungs-RoadMap ableiten läßt. 

Bei entsprechender Top-Level-Management Unterstützung, gestützt von der passenden Projektmanagement- und Unternehmenskultur und unter Einbeziehung möglichst aller relevanten Betroffenen und ihrer wertvollen Hinweise kann aus dem Implementierungsprojekt ein Beispiel-Projekt werden, anhand dessen erste Schritte auf der CMMI-Leiter (Capability Maturity Model Integration) gemeinsam gegangen werden können, anhand dessen der Umgang mit teilweise neuen Methoden und Prozessen, evtl. auch Strukturen und Handlungsweisen geübt und stetig verbessert werden kann (PDCA - Shewart/Deming Cycle: Plan Do Check Act). So wird die Einführung neuer Vorgehensweisen nachhaltig gefestigt und kontinuierlich  verbessert (KVP, kontinuierlicher Verbesserungsprozess).

Person

PM + Führung

. Mentoring von Projekt- und Teilprojektleitern, Prozessverbesserung (KVP), 
. PMO-Entwicklung im Telekom Konzern und bei externen Kunden, Ausbildung
. Coaching von Projekt- und Programm-Managern im Rahmen der IT-Excellence Initiative der Volkswagen AG 
. Aufbau eines IT Projekt Management Office (PMO) in Osteuropa incl. Implementierung Projekt Management Framework (PMF) für ukrainische Commerzbanktochter
.
Fachteamleitung "Projektmanagement" D-weit (ca 50 PMs) bei PC-Ware AG (jetzt: Comparex)
. über 10 Jahre IT-Projekt Management (Entwicklung, Re-Organisation, Rollout, IT-Services)
. Aufbau und mehrjährige Koordination eines IT Service Desks inkl. PM für die Implementierung von Ticket Systemen, Asset Management und ERP-Anbindung

Ausbildung, Training, Coaching

.2 Jahre Presales + techn. Consulting + Training (MCSE, MCT, sowie mehrjährig fortlaufende Trainerausbildung)
.Lehrerfahrung: VHS Leipzig, Universität Leipzig (US Amer. Geschichte), CMS-Training für dts. Großbank, Projekt Management Coaching und Mentoring
. >10 Jahre Ausbildungserfahrung mit Azubis und Praktikanten zu Fachinformatikern (SI+AE) sowie BA- und Uni-Studenten, erst bei PC-Ware AG und im Telekom Konzern
.bereichsübergreifende Bertreuung von Abschluss- und Diplomarbeiten, Bachelor- und Master-Arbeiten


Details

Projekt Management
Hardware Rollout projects
Web Programming projects
Workflow and Process Analysis
Structural re-organization
. Business planning and controlling

. PM PreExam Training for IPMA D+C exams
 PMO design + setup + implementation (P3O)
 PM excellence programs, PM culture
. Organizational Process Improvement
. Organizational Project & Governance Maturity

Service Management
focussing on:
. Business Process Analysis
. Implementation Service Desk
. Business Prozess Optimization
. Optimization of Incident- and
. Change Management Processes

. Implementation of contracts and SLAs
. Communication interface control

Back Office
MS SQL Server ab 6.5/7.0/2K/2k5/2k8
Oracle DB basics,
MySQL basics
MS Exchange Server 5.5 / 2K basics
MS SMS basics
Web Server: MS IIS + Apache
MS Proxy/ISA Server

Standard Software
Wordstar
Lotus Smart Suite,
WordPerfect 5++ (teaching) + WPWin
MS Office (teaching)
MS Project, MS Visio, MindMap
Crystal Reports 8 + 11
PageMaker 4+, Corel Graphic Suite 3+
diverse Applikationen und Tools

Internet
Commercial ISP evaluation
HTML, CSS (teaching)
various CMS incl. PC-Ware in4meta
    (consulting + teaching + support)

Macromedia Dreamweaver, Fireworks

Administration (AD + net work)
PC/DR/MS DOS 5-6.22 (teaching)
Win3x/95/98/XP(teaching)/7/8.1
Win NT3.5, 4.0 admin. (teaching) +
Win2K+2K3+2K8 Server+2K12 Server
OS2/2.1+3 Solaris 2.5+, Suse Linux 7+
Novell Netware basics
Cisco Router/Switches basics
VMWare WS v4+,

since 05/2000 MCSE 
Microsoft Certified Systems Engineer



since 01/2000 MCP

. since 11/1999 BC, PP, ABAP4, MM, HR, SD

. SAP R3 PP certified consultant

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
since 2005

 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 
Design of a Project Management Framework 

gpm 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
(projects in controlled environments)

since 2012 P3O Practitioner,   
(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 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
PRINCE II & BSI-Standard 100/1-4, DIN EN ISO 9001, ISO/IEC 12207 (SPICE), 15288 (Systementwicklung), CMMI,  as well as in standards such as ICB + PMBOK and further methods and norms, theories and developments in the wider pm community (Kaizen, Kanban, Lean 6 sigma, sciological and psychological theories and ... ) 

oath of non-allegiance

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.