Carve-Out Management at an international Pharma Company, DE/CH

• Situation:
  The client, a mid-sized pharmaceutical company, bought 3 production sites in December 2021 from an international global pharmaceutical firm, a highly centralized firm, to integrate them by 02/2023.

• Task:

  taking over the already running carve-out IT program management for 3 work-streams with initially 25 IT systems (Quality/GxP systems, hr systems and finance systems) 3 months after “day 1” with 8 months remaining.

• Activities:

  - Establishing a reporting schedule with the project managers. - Consolidating the projects to 15 within the streams. - Reviewing contracts with external provider - Coaching 12 project managers in their design and project management tasks. - Escalation management.

• Result:

  - structured and transparent projects - additional projects and S/4HANA implementations for msg.

• Role:

  project manager; individual budget: 170k euro; team size: 15

Organisational Transformation and PMO at an global Engineering Company, DE/DK

• Situation:

  The client assessed the outsourcing possibilities of all it activities to meet performance improvement objectives. The aim was to outsource 80% of all operational activities and transform a traditional IT organization into an agile organization.

• Task:

  - establishment of a PMO office and bi-weekly reporting of 36 products; - supporting the change management product; - support the IT leadership team during the organizational transformation

• Activities:

  - Design and moderation of a 2-days hybrid kick-off workshop with 55 global IT leaders on site and remote using safe to identify and work on vision, backlog, dependencies, and impediments.- Design and implementation of a change strategy- Development of the global reporting template and implementing a remote governance “project management factory”.

• Result:

  - a smooth, efficient, and transparent view on the program.- An adaptive change and communication to engage employees. - A framework agreement for msg industry advisors for 3 years

• Role:

  engagement manager; msg budget: 700k euro; team size: 10; method: SAFe & Prosci ®

Roll-Out Turnaround in an international Pharma Company, Europe/US/JP

• Situation:
  The client intended to implement the core ITIL modules of ServiceNow based on core processes defined in Japan but adapted to European requirements with regards to GAMP5.

• Task:
  - taking over the project management role 6 weeks before the intended roll-out. - Aligning the software development approach (scrum) to the GxP validation processes and requirements of the client.

• Activities:
  - Putting the roll-out on hold and the project status on red.- Escalation and stakeholder management- New roll-out planning with a 6months delay.- Ensuring and supporting GxP and GDPR compliance- Global alignment of new GxP compliant it-change management process

• Result:
  - fastest work council approval for the client in Europe; - fastest it roll-out of a global solution in Europe; - new service offering for msg, - S/4 projects and framework agreement for 5 years

• Role:
  project manager; individual budget: 750k euro; team size: 10; method: scrum and waterfall for GxP documentations