Andre Dechange

Major Projects:

Development and Implementation of a Controlling system for the Business Unit “Data” of a German operator:

• Role: Project Manager and Senior Consultant
• Customer: Deutsche Telekom (Telecommunication segment)
• Duration: 9 month fulltime at the customer premises
• Scope: Definition of a Controlling concept and a performance measurement system; Market research and internal analysis; Implementation of the controlling system incl. processes, organization, reporting routines; Preparation and presentation of the first edition; Implementation of improvement suggestions.
• Deliverables: controlling concept measurement systems (KPI system), 1st report, presentation
• Evaluation: Very positive feedback due to comprehensive and pragmatic approach and practical implementation; 1st controlling system at his point in time that encompasses market and internal financial figures.

Survey of Multimedia Applications in Health Care in NRW and derivation of a corresponding strategy and an action plan:

• Role: Project Manager and Senior Consultant
• Customer: Government of the federal state “Nordrhein Westfalen” (public sector)
• Duration: 15 month fulltime
• Scope: Definition of approach particularly survey and strategy development;Market research (Interviews in approx. 100 hospitals and associations of the health care segment); Analysis of the market and interview results; Derivation of strategic investment area for the public sector and recommendation of activities
• Deliverables: Survey, bi-weekly reports, Final report regarding strategy and action plan, presentations, communication material.
• Evaluation: Positive feedback due to the comprehensive and in-depth analysis and professional developed strategy.

Set-up of a Business Unit for support and partnering of application developers and start-up companies:

• Role: Project Manager with a team of 20 people on average and Interims Manager for the first month
• Customer: Internal project for Ericsson
• Duration: 12 month fulltime
• Scope: Definition of approach; Definition of organizational concept for a new business unit for Ericsson (structure, processes, tasks, responsibilities, interfaces, governance model, etc.); Definition and implementation of the technical concept (Development platform and technical environment); Definition and implementation of a Marketing concept incl. service portfolio, pricing, go-to-market model / partner concept and market communication; Selection and assignment of the start-up team; Selection and steering of external supplier, e.g. advertising agency Set up of Partner Management and acquisition of potential customers; Interims management and handover to appointed manager
• Deliverables: In-depth Business Unit concept incl. processes, tools, job descriptions, Internet Sites, work instructions, Market Communication material (Flyers, presentations, articles, etc.) Kickoff events, Running Business Unit within corresponding interfaces within Ericsson
• Evaluation: Very successful project due the professional management of the complete life cycle of the project from conceptual issues, over implementation to running this Business Unit.

Development of a Cost-Benefit analysis as sales support for Mobile B2E applications:

• Role: Project Manager with a team of 4 consultants
• Customer: Compaq (Former large international IT company acquired by HP)
• Duration: 6 month (fulltime)
• Scope: Two main parts: 1st part: Development and Conduction of a Survey “Cost Benefit Analysis” of Mobile applications for the sales and field force of a international IT company 2nd part: Definition, development and implementation of generic Cost - Benefit approach as a Sales Support tool; Development of the SW tool; Development of marketing material (service descriptions, pricing, market communication material)
• Deliverables: Survey, SW-Tool for Cost-Benefit Analysis, Marketing Concept and Material, presentation and reports
• Evaluation: Very positive feedback due to professional approach and results, common activities on the CeBit, unfortunately stopped due to Compaq acquisition by HP.

Re-engineering of the Ericsson „Supply Chain“ for Germany, Austria and Switzerland:

• Role: Project Manager with a team of 25 people
• Customer: Internal project for Ericsson
• Duration: 4 month (mainly fulltime)
• Scope: Definition of approach and procedure incl. stakeholder management; Analysis of the supply chain situation (processes, responsibilites) Gap analysis and derivation of improvement areas Definition of a new organization concept (processes, structure, roles , responsibilities, etc. incl. outsourcing of part of the supply chain)
• Deliverables: Organisational Concept, monthly reports and steering presentation,
• Evaluation: Very structured approach and very good concept. Handover after the concept to another Project Manager due to my new position.

Re-engineering and Change Management for a Project Management Office (PMO):

• Role: Program Manager and Head of Project Office for Germany,

Austria and Switzerland

• Customer: Internal project for Ericsson in my own organisation
• Timeframe: approx. 1 year
• Scope: Definition of change approach particularly regarding strategic and organizational improvements; Re-organisation of the PMO in three countries incl. structure, responsibilities, staff, interfaces, tools; Definition and implementation of a performance measurement system; Set-up of a program called “PM Excellence” with a focus on tools, knowledge management and competence development Implementation of the Earned Value Method.
• Deliverables: New structure, organisational guidelines, very good trained and motivated PM force, monthly status reports.
• Evaluation: Positive feedback from the senior management team and customers due to obvious improvement areas; Improvement of the customers satisfaction index.

Szkolenia otwarte

• PMO - cykl seminariów na temat Project Management Office