6 Sep
company:
Raiffeisen Bausparkasse GmbH
start:
09/1999
end:
03/2003
project hours:
4400
role:
project team member, implementer

 

project goals:
  • Replacement of the host-based and batch oriented existing systems by a client/server based system with improved online and just in time functionalities
description:
Starting with September 1999 I became employee in the software development department of Raiffeisen Bausparkasse. My core responsibility was software development with focus on C++ on the server side of the new core banking system. My focus was on electronic data exchange and POS client.
results:
  • System replacement and functional extensions
1 Apr
company:
Raiffeisen Bausparkasse GmbH
start:
04/2003
end:
06/2005
project hours:
3400
role:
project team member, implementer

 

project goals:
  • Release based improvement of the core banking system for building savings
description:
After go live of the new core banking systems further improvements and functionalities for the system had to be developed. In the course of a change management process adaptions to the business processes and usability improvements were integrated into the system. During this time my focus as software developer was on the topics POS client and building savings premium logic.
results:
  • two main releases per year and additional bug fix releases
1 Jul
company:
Raiffeisen Bausparkasse GmbH
start:
07/2005
end:
06/2006
project hours:
1260
roles:
project manager, implementer

 

project goals:
  • Providing a toolkit to measure the technical quality of releases of the core banking system through automated tests
  • supporting the existing functional tests by improving the quality of available test data
description:
To support efficiency of the existing functional tests this project established tools to perform basic technical tests before running the functional tests. Especially with regards to performance and conductivity additional results should be obtained even before the user tests.
In addition the improvement of providing test outline specific test environments and thought the exchange between the different test environments was required to increase test efficiency.
Planning the project, implementing the tools as well as training of the users and hand over was part of this project.
results:
  • Toolkit for automated test execution
  • toolkit for test data transfer and data integrity
  • project documentation
1 Jul
company:
Raiffeisen Bausparkasse GmbH
start:
07/2006
end:
08/2008
project hours:
2650
role:
project manager

 

project goals:
  • Definition of metrics to determine code quality
  • implementing an automated code analysis and measurement system for periodic determination of metrics
  • developing a strategy for long-term code quality improvement by improving existing metrics and introduction of additional supporting metrics
description:
Three years after the go live of a client/server based core banking system the need became clear to improve the maintainability of the system to increase available developer resources for system improvements. Together with an external consultant the project requirements were identified. The focus was on the sustainable acceptance of measures taken by the affected developers. The measures should be perceived as supporting and the natural fear of change should be mitigated through a transparent process. Through early inclusion of affected stakeholders and by acknowledging their individual needs the project goals could be achieved and at the same time benefits for the affected developers and the management as well could be realized.
results:
  • Embedding the periodical activities for code quality improvement into the development process
  • creation and improvement of system specific code quality metrics
  • publishing and presenting the project results together with the consultant
  • project documentation
1 Dec
company:
Erste Group Bank AG
start:
12/2008
end:
08/2009
project hours:
845
role:
project manager

 

project goals:
  • electronic connection of existing customers and markets to the order management system to increase the amount of straight-through-processing ("STP") orders
description:
Management of an internal project, involving internal equity retail sales unit and external customers and markets in an international environment. Collaborating with legal support the legal conditions for connectivity were checked and established. Where needed, lines were ordered and configured and a certification of communication based on standard financial communication protocols (FIX, SWIFT) was performed. After successful technical and business test the connectivity was put live in production. The implementation was done on a step-by-step basis, based on availability and priority of the customers and markets.
results:
  • connection of the markets to be automated
  • connection of the customers to be automated
  • project documentation
1 Jan
company:
Erste Group Bank AG
start:
01/2009
end:
08/2009
project hours:
380
role:
project manager

 

project goals:
  • improvement of the straight through processing ("STP") rate in institutional order management
  • reduction of error risk based on increased automated data exchange
description:
Management of an internal project, cooperating with the internal institutional sales department. Supporting the alignment between business and IT to define the straight through processing parameters. For the implementation focus on sustainability and the possibility of re-use was required.
results:
  • Delivery of the improvements through several releases of the affected IT system
  • Adaption of processes in the sales unit
  • project documentation
1 Aug
company:
Erste Group Bank AG
start:
08/2009
end:
02/2010
project hours:
800
role:
project manager

 

project goals:
  • Improvement of stability and reliability of the interface between front office system and back office system in capital markets
description:
Management of an internal project covering different departments and IT subsidiaries. Despite different cultures of software development and different release cycles of the affected systems the interface replacement was successfully implemented. Intensified alignment activities and software tests ensured a smooth transition.
results:
  • New interface between affected systems, based on improved technology
  • Increased reliability and stability for data exchange
  • project documentation
1 Jan
FIX DMA & Market Access Layer
01.01.2010 - 30.04.2012
company:
Erste Group Bank AG
start:
01/2010
end:
04/2012
project hours:
3500
role:
project manager

 

project goals:
  • selection and implementation of a system which provides external customers direct market access to five stock exchanges in the core markets of the group
  • technical connectivity of the markets and pilot customers
  • transition of the system to operations
description:
Management of an internal project with budget responsibility. Four internationally distributed subsidiaries and one external vendor needed to be coordinated. The project was sponsored by institutional sales.
Key success factor during the implementation was the vendor selection based on a company-wide aligned criteria catalogue related to functional and economic aspects. The step-by-step integration of the system was done country by country in close collaboration between the project team, the local entity and the vendor.
results:
  • RFP results and vendor selection
  • ready-to-use system with market connections and pilot customers
  • hand-over to operations
  • project documentation
1 May
company:
Erste Group Bank AG
start:
05/2012
end:
03/2014
project hours:
3000
role:
project manager

 

project goals:
  • evaluating the impact of ESMA Guidelines on Automated Trading on the company and its processes
  • supporting impact analysis and planning of impact implementation
  • implementing all impacts for sustainable compliance with the guidelines
  • transition of project implementations to operations
  • monitoring and reporting on progress of the subsidiaries in locally implementing the ESMA Guidelines on Automated Trading

description:
Management of an internal project with budget responsibility. Sponsor of the project was the compliance department. Critical success factors was focus on alignment of affected stakeholders during impact analysis. The regular evaluation of project goals together with the key stakeholders and the alignment of the results ensured that the project stayed aligned with the sustainable overall goal.
During implementation continuous communication and support of collaboration between business units and IT was key tu success. The willingness of all involved parties to try new methodologies and adapt existing processes was a core contribution to project success.
Collaboration culture was strengthened by the project and new methodologies for efficient collaboration could be established sutainably.

result:
  • impact analysis regarding the ESMA Guidelines
  • project plan for implementing impacts
  • prioritized implementation and hand-overs executed in seven project streams
  • regular reporting on status and progress of subsidiaries
1 Jan
company:
Erste Group Bank AG
start:
01/2014
end:
03/2014
project hours:
300
role:
project manager

 

project goals:
  • extension of existing exchange membership for internal clearing
  • replacement of an external clearer by internal clearing
  • replacement of an external broker by direct trading
  • adaption of internal trading processes to optimize cost structure
  • onboarding of an external customer for clearing
description:
Management of an internal project with budget responsibility. Sponsors were spread acros multiple affected divisions. The project required stakeholder management across entities in several countries. After detail planning the project was handed over to another project manager for execution.
results:
  • project setup documents, project approval
  • project setup (business case, stake holder analysis, project plan)
  • high level project plan
1 Oct
Outsourcing Management and Governance
01.10.2014 - 31.07.2015
company:
Erste Group Bank AG
start:
10/2014
end:
07/2015
project hours:
770
role:
project manager

 

project goals:
  • create a group wide outsourcing register containing captive and non-captive outsourcings
  • update existing outsourcing policy
  • group wide establishing of outsourcing governance role
  • update and improvement of outsourcing strategy
description:
based on the board resolution in summer 2014 the department IT strategy and governance received the task to improve the group wide outsourcing governance. Firstly data availability, reporting capabilities and transparency should be improved through creating an outsourcing register. In addition the existing outsourcing policy should be updated by putting a focus on processes, roles and responsibilities. This shall serve as basis for an improved group wide outsourcing governance. The roles of the group and local outsourcing governance officer's shall be defined and assigned in all the entities of the group based on the definitions of the updated outsourcing policy.
results:
  • outsourcing register
  • updated outsourcing policy
  • updated outsourcing strategy
  • improved outsourcing governance through clear and assigned roles and responsibilities
7 Jul
Test for "iLease for Süd KG"
07.07.2015 - 30.06.2016
company:
Erste Group Bank AG
start:
07/2015
end:
06/2016
project hours:
tbd
role:
Projektmanager Testdurchführung

 

project goal:
  • perform factory acceptance tests
  • perform user acceptance tests
  • ensure required minimum quality of software and its interface to other systems

description:

I joinde the project "iLease for Süd KG" which has been running since 2013 shortly before the start of testing phase as testing responsible project manager and took over mainly the test management an a supporting role in the existing project management team focussing on timely delivery of the project results. By including the key stakeholders, efficient preparation and coordinated execution of tests, the testing process aims to achieve the quality assurance required by the end useres to allow for a smooth go-live and reduced risk at time of go-live.

results:
  • production ready software
  • test documentation