Projects - a selection

Project- and Change Management competences                                            

 
During my career, I have been participating in a numbers of different projects, in different contexts and with different roles. This Curriculum Vitae appendix contains a brief overview of my Project Management competences, and a selection of the projects I have been involved in.
 
Content of this document:
Project Manager Competences
Business-developing and IT projects
Technical projects
IT systems / Organization / Change Management
Project Manager
Senior User / Senior Supplier
Project Participation / Change Agent
Technical projects
Project Manager
Senior Supplier / Senior User
Team Leader
Project participant

 

Project Manager Competences

As Engineer, economist, quality manager and leader I deliver technical solutions with quality, on time and to the planned economy. I do Project Management in complex technology contexts and I do Change Management on individual-, team- and organizational level. In Project Management, I hold following certificates:
 
2013: APMG PRINCE2 Practitioner. 2008: APMG PRINCE2 Foundation
(Before 2008, I used local developed Project Management tools).
 
My key competences in projects:
  • As Project Manager, I am strong in structuring the tasks and drive the project in a systematic way.
  • As Leader, I am good in motivating project participants to do their best.
  • As Quality Manager, I deliver solutions in right quality.
  • As Economist and Planner I am planning and achieving goals within time and budget.
  • As Engineer, I understand complex challenges in complex contexts.
 
I have participated in a number of projects with different roles:
Program Manager, Project Manage, Team leader, Project participant, Senior User of the Project Board and Senior User of the Project Board.
 

Business-developing and IT projects

 
2004: HD - Business Administration Diploma in “Informatics and Management Accounting”:
Learning how to handle IT-management, project management, management accounting, controlling, and strategic and organizational issues.
 
2014: APMG Change Management Foundation certified:
Implementation of IT systems leads to new business opportunities, concepts and processes, like new IT systems means new ways of doing things for the work force. To optimize the effect of new IT systems, there has to be Leadership Change, Strategy development, Process implementation and Workforce Transition, which involves the Change Management discipline.
 
Organizational / Change Management:
  • Implementation of safety culture in the Danish Defence.
  • Establish organizational units from scrap (not included in this app).
  • Participated in creating DALO organization (not included in this app).
IT projects / Change Management:
  • Business concept and processes, and implementation of CMS project, The Travellers Club of Denmark.
  • Senior User of new IT system handling technical documentation in the whole Defence.
  • Contributor to New Public Management (DeMap / DeMars (ERP system)) – Danish Defence.
  • Developing of various resource/allocating/decision-making tools (not included in this app).
 

Technical projects

 
Material acquisition and modifications in all project stages:
  • Identification of requirements.
  • Establish technical specifications.
  • Running RFI and RFQ.
  • Negotiation and contract signing.
  • Design interface and system integration.
  • Tests (FAT, SAT) and certification.
  • Implementation of the solution.
  • Training of users.
 
All solutions with focus on high reliability, quality and safety.
 

IT systems / Organization / Change Management

 

Project Manager

 

07/09 – 12/13
Implementation of a new Safety Culture in The Danish Defence (mainly The Danish Airforce)
Title
Branch Chief of Aircraft Technology and Aviation Safety / Project Manager.
Content
Implementing of a new safety culture in the Royal Danish Airforce and in some support organizations of the Danish Defence (example in The Danish Defence Acquisition and Logistics Organization (DALO), aircraft engineering division). The project consisted of several parallel tracks, each with a responsibly team leader.
Using of Change Management as a primary tool for implementing new culture.
Responsibility
Implementation of safety culture.
Resources
Defining stage: me.
Production stage: 4 Team Leaders and 12 part time project participants through 3 years.
Implementation stage: 4 Team Leaders and 12 part time project participants through 1 year.
Total: 4.500 hours.
Achievements
A contemporary way of thinking safety in the defence, including incident reporting, aircraft design, -manufacturing, -maintenance, education of technicians, school system and organization (including aviation safety quality handbooks).
 
 
07/09 – 12/13
Implementation of EASA / MAWA (European Aviation Safety Agency / Military AirWorthiness Agency / Military AirWorthiness Agency) regulations.
Title
Branch Chief of Aircraft Technology and Aviation Safety (Quality Manager) / Change Manager.
Content
To assure a contemporary quality systems, to update existing internal Aviation Safety regulations to international recognized regulations, including:
 
EASA Part 145 Maintenance Organisation Approval
EASA Part 66 Certifying Staff 
EASA Part 147 Training Organisation Requirements
EASA Part 21 Aircraft Design and Production Organisation Approval
EASA Part M Continuing Airworthiness
 
Each one of the regulations requires new leadership and decision style, processes, documentations and transition of workforce for optimizing the effect of the regulations. Changes were handling with Change Management methodologies.
Responsibility
Responsibly of the regulation upgrade and -implementation, including assure Change Management.
Resources
Three part time project participants through four years and a high number of ad hoc participants. Total: 7.500 hours.
Achievements
 
Implementation of the international regulations gave the legal frame of doing aircraft work (maintenance, design etc.), and gave a reference for controlling the compliance through audit. The quality was significantly increased.
 
Change Management of individuals, teams and organizations, including engineering department and maintenance organization, working towards optimal effect from the regulations.
 
 
07/10 – 11/12
Title
Chairman of the board / Project Manager.
Content
Minimizing of administrative work and creating social network with sharing of travel experiences and information.
Develop Business concept and processes.
Create Content Management System (CMS) website (sw.: Drupal).
Implementation of the site, teaching 400 members to work with the system.
Responsibility
As Chairman to assure development of new business concept and processes.
As project manager, to manage the development and implementation of new homepage.
As programmer, to develop and implement the solution.
Resources
Voluntary: varied throughout the project stages:
Concept: five project participants.
Programming: two programmers.
Tests: four participants.
Implementation: two participants.
Total: 4.000 hours.
Achievements
A state of the art homepage with social network and information sharing. Reduced the club administrative work to almost nothing.
 

Senior User / Senior Supplier

 
06/08 – 09/13

Acquisition and implementation of Interactive Electronic Technical Documentation System (IETDS)

Title
Branch Chief of Aircraft Technology and Aviation Safety (Quality Manager) / Senior User.
Content
Acquisition and implementation of IT system, Interactive Electronic Technical Documentation System (IETDS). Electrification of technical documentation (manuals, instructions, guides, work cards of all material systems – from guns and cars to ships and aircraft) and transferring of metadata from old system to new system.
Responsibility
Assuring that the functionality met the requirements of the users of the Danish Defence (app. 2.000 users).
Responsibly of managing the changes for the users, including implementation of a new way of managing and using technical documentation.
Resources
In total throughout the project: 100.000 hours.
My responsibilities:
Design/production (designers, engineers): 500 hours.
Implementation (including tests from the user group – engineers, maintenance crew, flight crew): 1.500 hours.
Achievements
Data of all defence technical publication is available online all over the world and it is updated automatically with supplier’s updated documentation due to Specification S1000D. The technicians and crew do not need to bring documentation in paper.
Technicians in the most of the defence are now working with screens instead of with paper.
 

Project Participation / Change Agent

 
Jul00 – sep07
Development and implementation of New Public Management (DeMap / DeMars)
Title
Directors advisor / Change agent.
Content
Development of "New Public Management" in the Danish Defence (DeMap - Dansk Forsvars Management Projekt) and in the implementation of ERP (SAP R/3) in the Danish Defence (DeMars - Dansk Forsvars Management- og Ressourcestyringssystem) based on DeMap concept.
Role
Contributed to the evaluation of the concept, which is based upon Management Accounting principles, equal to the content of my HD education.
Change agent of the implementation of DeMap/DeMars (ERP system) in my division, including training and change management of my colleagues.
Achievements
The Defence achieved quite a lot due to the overall management of the use of resources (people and money) compare to goal achievement in operations.
Personally I gain knowledge of the technical implementation of an ERP system, including the business concept behind it (DeMap), and solid experience in Change Management of transition of workforce, processes, leadership decision etc.
 
 

Technical projects

 

 

Project Manager

 
01/97 – 06/03
C-130H Hercules Avionics Update Program (AUP).
Title
Electrical Engineer / Project Manager.
Content
Updating of Hercules Transport Aircraft Avionics systems: Flight Management System (FMS), Air Data System (ADS), Solid State Attitude Handling Reference System (AHRS), Autopilot, Weather Radar etc., including design of interfaces of indication systems, sensors, power and mechanical parts.
Responsibility
Project Manager in the stages: Design, production, integration and tests. Responsibly of implement and finish the project.
Resources
Procurement, contract, engineers, designers, electricians, mechanics, flight crew, test personnel, diverse employees.
Total: 45.000 hours/platform – 135.000 hours in total.
Achievements
The first fleet in the world with state of the art, 2. generation, avionics and navigation systems. The fleet was able to fly within civil regulated airway corridors and land in civil airports, like it was able to communicate with cooperative military intelligence at the highest level. The fleet was able to participate in all conflicts around the world (which was unique at that time).
 
 
02/99 – 10/00
System integration of Enhanced Ground Proximity Warning System (EGPWS) (C-130H Transport aircraft)
Title
Electrical Engineer / Project Manager.
Content
Design, production and implementation of system integration of: Enhanced Ground Proximity Warning System. EGPWS has interconnection with all essential avionics systems of an aircraft, including databuses and Flight Management System (FMS).
Responsibility
The whole project, including design of interfaces, production, test etc.
Resources
Procurement, contract, engineers, designers, electricians, mechanics, flight crew, test personnel, diverse employees. Total: 7.500 hours.
Achievements
 
The fleet was able to fly into terrain and navigate around obstacles 24/7 as the first Hercules C-130H of the world. Crucial skill to have through conflicts in elevated terrain (like Afghanistan, former Yugoslavia etc.)
 
 
01/98 – 04/99
System integration of Traffic Collision Avoidance System (TCAS) (C-130H Transport aircraft)
Title
Electrical Engineer / Project Manager.
Content
Design, production and implementation of system integration of: Traffic Collision Avoidance System (TCAS). TCAS has interconnection with all essential avionics systems of an aircraft.
Responsibility
The whole project, including design of interfaces, production, test etc.
Resources
Procurement, contract, engineers, designers, electricians, mechanics, flight crew, test personnel, diverse employees. Total: 5.000 hours.
Achievements
The fleet was able to fly coordinate traffic with civil aircrafts in civil airspace 24/7 as one of the first Hercules C-130H of the world. Thereby the fleet could use the civil corridors almost as a civil aircraft.
 
 

Senior Supplier / Senior User

 
01/08 – 06/10
Feasibility study: Updating of Agusta Westland LYNX helicopters (Navy)
Title
Branch Chief of Aircraft Technology / Senior Supplier of the Project Board.
Content
Due to obsolete systems and components, and due to improper operation time, the project was initiated as a feasibility study to estimate costs of midlife update of the helicopters.
Responsibility
Resource allocation of employees to the project, including quality assurance of the deliveries.
Resources
My responsibilities: Design stage (engineers): 3.000 hours.
Achievements
Despite resource consumption, it was decided not to continue the project. The right decision was to acquire brand new helicopters to the navy.
 

Team Leader

 
01/12 – 12/13
Acquisition of Multi Role Helicopters for the NAVY, Airworthiness (design, maintenance and training)
Title
Branch Chief of Aviation Safety / Team leader.
Content
To replace existing Lynx Helicopters (Navy) and to expand operations.
Responsibility
Responsibly of defining airworthiness requirements and to assure compliance of the:
  • Danish modifications (certification).
  • Overall maintenance of the aircraft.
  • Training of the technical personal.
Participated in the tendering and negotiations with the potential suppliers.
Resources
My responsibilities: definition of airworthiness requirements and negotiation with potential suppliers: 500 hours.
Achievements
Preparation of delivery of helicopter (MH 60R Seahawk) with compliance to current regulations. Concept of Performance Based Logistic (PBL) within the scope of airworthiness regulations.
 
 
07/12 – 12/13
Tactical Troop Transportation Helicopter - Safety and Quality.
Title
Branch Chief of Aviation Safety / Team leader
Content
Update existing Search and Rescue Helicopters (Merlin EH-101) to Tactical Troop Transportation Helicopters for military operations in Afghanistan and other conflict zones.
Responsibility
Team Leader of certification of components and integrity in the EH-101 Helicopters, including design, validation and tests of the overall Helicopter system.
Resources
My responsibilities: definition and design (engineers, flight crew): 1.000 hours.
Tests: 2.000 hours.
Achievements
Delivery of a helicopter modification with compliance to regulations.

 

Project participant

 
08/01 – 07/03
Acquisition of Hercules C-130J Transport aircraft (Lockheed Martins)
Title
Electrical Engineer / Team leader.
Content
Political decision to acquire four new Hercules aircraft.
Responsibility
Responsibly of technical specification and compliance of Power Distribution and avionics systems. Participated in technical specification and compliance of avionics and software systems. Participated in the tendering and negotiations with the potential suppliers
Achievements
A new fleet of Hercules aircraft.
 
 
07/97 – 01/00
Acquisition of Challenger 604 Aircraft (Bombardier)
Title
Electrical Engineer / Team leader.
Content
Due to loos of aircraft at the Faroe Islands, it was necessary to replace the existing G-III fleet with new Business Jets.
Responsibility
Responsibly of technical specification and compliance of Power Distribution. Participated in technical specification and compliance of avionics and software systems.
Participated in the tendering and negotiations with the potential suppliers.
Achievements
A new fleet of Business Jet aircraft.