Assignment: create and run a professional technology pre-sales organization (solution architecture, for a project volume of approx. 1,3 bn USD)
Situation: sales and solution architecting were decentralized in industries and individual accounts. As a result, there was little reuse and standardization, and not enough collective learning from successes and failures. Consequently, Accenture’s win rates suffered and cost of sales soared.
Continue reading “Head of Technology Sales Support & Solution Architecture for Accenture Austria, Switzerland, Germany (ASG)”
Assignment: Review of the software build- and deployment architecture (part of the software development environment)
Situation: Our client, a major European Insurance company based in Düsseldorf, has a very complex, 4-tier application infrastructure. Aim of the review was to shorten cycle time of software artifacts, to get stage containment in place and reduce build- und deployment efforts significantly.
Approach: We analyzed the as-is organization, processes and tools and proposed a set of technical and organizational measures.
- The target KPI’s were more time for developers to develop and test code (previously restricted by the long lead times for build and deploy) and much better quality in the user-facing test stages.
- The study resulted in a set of technical (i.e. more automation) as well as organizational actions. Return on investment will be approx. 5-6 months.
(03/2012 – 05/2012)
Senior solution architect for a comprehensive application development and -maintenance outsourcing program for a leading global life sciences company based in the Rhein-Main area.
(09/2011 – 11/2011) Continue reading “Solution Architect Application Outsourcing Pharma”
Shaped, sold and delivered custom system implementations and maintenance projects in the finance and controlling area. Technologies used were Java, .NET, Intalio, SCRUM. Team size total approx. 100 people in Manila.
Deutsche Bank AG, Singapore (Turnaround Manager 03/2010 – 07/2010)
Assignment: Design, implement and run a utility service for software build and deployment (volume approx. 15 m€, 50 people).
Situation: Accenture’s aim was to automate the build and deployment processes for complex, global applications and then run these processes from their offshore center in Manila. The project was behind schedule; way above budget and client satisfaction was near zero. The team ran more than 25% attrition and was very frustrated when Mr. Kraft took over technology account leadership.
Approach: Review of contract, status, processes, organization and tooling. Mr. Kraft reorganized the team, exchanged key personnel, redesigned the client interaction and launched investments in real-time reporting (dashboards) and automation. In addition, Mr. Kraft helped the client address shortcomings on the Bank’s side.
- Project turned around in three months. Still running stable with green SLA’s today.
Assignment: Turnaround – fix software delivery quality and increase productivity of a very large offshore delivery unit in India.
Situation: 950 people in Bangalore, Bombay and Pune. Responsible for the entire software project and maintenance portfolio in HR, Finance and Retail banking. Client satisfaction very low with the Indian development team. Software quality issues. Client threatened to cancel the contract.
Continue reading “Barclays Plc., London/Bangalore Offshore Turnaround Manager”
My role was the Account Executive and Project Manager for a SOA platform implementation at the ECB. We designed, delivered and operated a SOA integration platform for the network of European Central Banks that significantly reduces communication complexities, reduces efforts and increases speed to market.
Situation: The ECB had a very complex set of interfaces within itself and also with the other Central Banks in the Eurozone. In addition, extremely high data security and data quality standards required an extraordinary (personnel) effort and did not scale well.
Continue reading “SOA Platform for the European Central Bank (ECB)”
Assignment: Design, implementation and rollout of a new health claims system in a co-sourcing model (approx. 35.000 person days).
Situation: The client was in a massive post-merger program and had to build this new core system from scratch. The challenges were scarce resources, a tight timeline dictated by the merger master plan plus the clients mandate to build large IT project skills in their own teams through this project.
Approach: Multi vendor co-sourcing managed by Accenture. Mr. Kraft was the overall project lead. Technologies: z/OS/CICS/COBOL/DB2
- Delivered on time and on budget
(2005-2007, 24 months)