Telecommunications and Information Systems Professional.Owner of dnp services.
Frankfurt Am Main Area, Germany
- Current
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- PMO Team Leader. Project Management and Best Practices Support at Türk Telekom
- Owner at dnp services
- Past
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- Project Audit and Project Recovery at Aid to the Church in Need
- Requirements Analysis and System Design Consultant at Tele2UTA
- Consulting at T-Systems
- Program and project management, consulting at Bulgarian Telecommunications
- Consulting at [not disclosed]
- Consulting at o2 Germany
- Project, process and organizational management at dnp services
- Consulting at Deutsche Telekom
- Program management at Croatian Telecom
- Director Information Systems at Ukrainian Mobile Communications
- Project Management and Implementation Support at LHS, Sema, SchlumbergerSema
- Project management and consulting at [summarily]
- Education
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- Johann Wolfgang Goethe-Universität Frankfurt am Main
- Recommended
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8 people have recommended Michael - Connections
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Michael Jensen’s Summary
Fifteen years consulting and management of programs, projects and organizations in the telecommunications, IT and software industries. Successfully delivered medium-to-large scale programs and projects — managing onsite and distributed teams of up to 150 members, multiple sub-contractors, and budgets up to 50 million Euro.
Strengths: well organized, goal-oriented approach; independent worker with good management, communication, and leadership skills. Successful delivery of results in challenging environments.
Profound knowledge in telecommunications services, networks, business strategy and development, organizational development, billing, revenue assurance and customer care. Proficient in NGOSS and eTOM.
Profound knowledge in project and program management methods. Proficient in the application of PMI, IPMA, PRINCE2, MPS frameworks.
Profound knowledge of IT management, including strategy, budgeting, processes, SLAs, business alignment, security, regulatory compliance, EAI, and infrastructure. Proficient in the application of the ITIL framework.
Profound knowledge in software maintenance and development, as well as outsourcing and off-shoring of related services. Proficient in CMMI process improvement, the Unified Process model, and the V-Model.
Languages: German (mother tongue); fluent English and Russian; basic Bulgarian, Croatian, French, Spanish, and Ukrainian.
Michael Jensen’s Specialties:
Project management, program management, PMI, IPMA, PRINCE2, IT management, business process management, business strategy, IT strategy, ITIL, EAI, SOA, service level agreements, telecommunications, networks, OSS, BSS, mediation, billing, revenue assurance, customer care, NGOSS, eTOM, risk management, quality management, purchasing, vendor selection, security, fraud management, software development, software maintenance, outsourcing, off-shoring, CMMI, Unified Process, RUP, Agile, V-Model
Michael Jensen’s Experience
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PMO Team Leader. Project Management and Best Practices Support
Türk Telekom
(Privately Held; 10,001 or more employees; Telecommunications industry)
July 2007 — Present (1 year 3 months)
Project governance and management advisory support:
- Develop a coordinated project plan
- Monitor performance of all involved parties
- Maintain risk and issue management processes
- Maintain change management process
- Advise and assist in transition planning and management
- Develop and supervise training plan, schedule and quality
- Manage execution of user acceptance testing
- Assist in implementing system maintenance processes.
Technical advisory support:
- Review supplier deliverables and project plan
- Review design documents
- Review hardware setup and configuration
- Provide guidance for user acceptance testing -
Owner
dnp services
(Privately Held; 11-50 employees; Telecommunications industry)
September 1995 — Present (13 years 1 month)
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Project Audit and Project Recovery
Aid to the Church in Need
(Non-Profit; 51-200 employees; Non-Profit Organization Management industry)
March 2007 — June 2007 (4 months)
Identify root causes for an international system migration project getting out of control. Devise sustainable solution in terms of technological architecture and organizational approach. Implement project management and steering methodology. Develop realistic project schedule in line with client expectations.
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Requirements Analysis and System Design Consultant
Tele2UTA
(Public Company; Telecommunications industry)
December 2006 — February 2007 (3 months)
Analyse user requirements and technical constraints for a dealer commissions system. Document requirements and solution design. Advise on implementation planning.
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Consulting
T-Systems
(Public Company; 10,001 or more employees; Telecommunications industry)
September 2005 — August 2006 (1 year)
Supporting the preparation of commercial proposals for a German provider of tele-communications and IT services.
Consultancy framework for business strategy development. Process and methodology for IT strategy development and implementation. Preparation of technical proposals, project management approach and project plans for various OSS/BSS implementations. -
Program and project management, consulting
Bulgarian Telecommunications
(Public Company; 10,001 or more employees; Telecommunications industry)
August 2004 — July 2005 (1 year)
Implementation of billing and revenue assurance organization, systems, and processes for a Bulgarian telecom operator.
Transformation to customer-centric processes, from product and service development to bill. Selection and implementation of interconnect billing system; inter-departmental re-alignment of billing operations with wholesale and interconnect business. Creation of a revenue assurance department. Process integration for fixed network telephony, broadcasting, internet, and mobile lines of business. Selection, implementation and operational management of an outsourced interim solution for event-based rating. Selection of a convergent fraud management solution for mobile and fixed network. -
Consulting
[not disclosed]
(Privately Held; 501-1000 employees; Information Services industry)
February 2004 — July 2004 (6 months)
Outsourcing decision basis for software maintenance and development for a German provider of IT services.
Evaluation of short-, mid- and long-term business variants. Development of adaptive process scenarios for development, maintenance, and quality management. -
Consulting
o2 Germany
(Public Company; 5001-10,000 employees; Telecommunications industry)
November 2003 — January 2004 (3 months)
End-to-end process for the development and maintenance of bespoke software for a German telecom operator.
Selection of best practice process model based on business requirements; selection of tools and systems; implementation planning. -
Project, process and organizational management
dnp services
(Privately Held; 51-200 employees; Information Services industry)
October 2001 — October 2003 (2 years 1 month)
Implementation of outsourcing business framework for a German-Danish-Ukrainian software development cooperation.
Design and implementation of software development and maintenance processes with adaptable interface to customer processes. Design and implementation of contract and project management processes. Selection, implementation and adaptation of support systems and tools. Design and implementation of long-term education and improvement plan. -
Consulting
Deutsche Telekom
(Public Company; 10,001 or more employees; Telecommunications industry)
July 2001 — October 2001 (4 months)
Coordination of international IT management activities for a German telecom operator.
Development of synergy-oriented consolidation framework for organizational and process management. Development of consolidated mid-term OSS/BSS selection and implementation strategy. Development of consolidated budgeting process. Initiation of mutual-benefit frame contracts with system vendors. -
Program management
Croatian Telecom
(Public Company; 5001-10,000 employees; Telecommunications industry)
April 2000 — June 2001 (1 year 3 months)
Implementation of BSS landscape and IT re-organization for a Croatian telecom operator.
Planning, steering, coordination with business development and organizational restructuring, integrated change management, business process re-structuring, and organizational re-alignment. Major projects: implementation of a data center with solid operational and business security mechanisms; selection and implementation of a business administration and finance system; creation of a customer care organization, and selection and implementation of a customer care system; selection and implementation of a billing system; IT re-organization and mid-term strategy development. -
Director Information Systems
Ukrainian Mobile Communications
(Public Company; 1001-5000 employees; Telecommunications industry)
January 1998 — February 2000 (2 years 2 months)
Organizational re-structuring of existing IT department. Implementation of business support systems and processes. Implementation of IT operational and support processes, procedures and service levels. Responsibility for short-, mid- and long-term IT strategy and budget.
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Project Management and Implementation Support
LHS, Sema, SchlumbergerSema
(Public Company; Telecommunications industry)
1995 — 1998 (3 years)
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Project management and consulting
[summarily]
(Telecommunications industry)
September 1992 — December 1997 (5 years 4 months)
Requirements capture, implementation and integration of IT systems for different telecom operators in the Czech Republic, France, Germany, Hungary, Lithuania, Malaysia, Poland, Russia, the Ukraine, and Uzbekistan.
Michael Jensen’s Contact Settings
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